Introduction to Negotiation Strategy
At Oak Spring University, we provide corporate level professional Negotiation Strategy and other business case study solution. The Flare and Focus of Successful Futurists case study is a Harvard Business School (HBR) case study written by Amy Webb. The The Flare and Focus of Successful Futurists (referred as “Futurists Patterns” from here on) case study provides evaluation & decision scenario in field of Leadership & Managing People. It also touches upon business topics such as - negotiation strategy, negotiation framework, .
Negotiation strategy solution for case study The Flare and Focus of Successful Futurists ” provides a comprehensive framework to analyse all issues at hand and reach a unambiguous negotiated agreement. At Oak Spring University, we provide comprehensive negotiation strategies that have proven their worth both in the academic sphere and corporate world.
What’s my BATNA (Best Alternative To a Negotiated Agreement) – my walkaway option if the deal fails?
What are my most important interests, in ranked order?
What is the other side’s BATNA, and what are his interests?
This is an MIT Sloan Management Review article. Futurists are skilled at listening to and interpreting signals. They look for early patterns on the fringe, before those "pretrends"begin moving toward the mainstream. Although futurists know most patterns will come to nothing, they watch and wait and test the patterns to find the few that will evolve into genuine trends. The art of forecasting the future, author Amy Webb notes, involves "simultaneously recognizing patterns in the present and thinking about how those changes will impact the future so that you can be actively engaged in building what happens next."Organizations that are able to track emerging trends have opportunities to converse and collaborate with those in other fields to plan ahead. Although it's rare for companies to have their own in-house futurists, Webb argues that forward-thinking organizations can develop their capabilities for foresight by combining creative perspectives with logic-oriented ones. BlackBerry Ltd.'s inability to reconcile different views, she writes, contributed to the decline of the company's smartphone business. BlackBerry's smartphone experience, she concludes, "suggests that forecasting the future of a product, company, or industry should neither be relegated to inventive visionaries nor mapped entirely by left-brain thinkers." In this article, Webb offers a six-step process for identifying trends. To begin with, she advises keeping an open mind and gathering information from the fringe without judgment. This involves creating a map of what you observe at the fringe. Next, she proposes narrowing the research and uncovering the hidden patterns to spot trends. The third step is asking questions to determine whether the patterns you observe are really trends. The fourth step involves interpreting the trend and ensuring that the timing is right for the organization. This includes looking at how external factors (such as a change in government leadership or a natural disaster) could affect the trend's development. Once organizations have identified trends, Webb recommends two final steps: developing scenarios involving "probable, plausible, and possible futures"and creating a strategy based on that analysis; and testing and questioning the strategy you're proposing.
By interests, we do not mean the preconceived demands or positions that you or the other party may have, but rather the underlying needs, aims, fears, and concerns that shape what you want. Negotiation is more than getting what you want. It is not winning at all cost. Number of times Win-Win is better option that outright winning or getting what you want.
Options are the solutions you generate that could meet your and your counterpart’s interests . Often people come to negotiations with very fixed ideas and things they want to achieve. This strategy leaves unexplored options which might be even better than the one that one party wanted to achieve. So always try to provide as many options as possible during the negotiation process. The best outcome should be out of many options rather than few options.
When soft bargainers meet hard bargainers there is always the danger of soft bargainers ceding more than what is necessary. To avoid this scenario you should always focus on legitimate standards or expectations. Standards are often external and objective measures to assess the fairness such as rules and regulations, financial values & resources , market prices etc. If the negotiated agreement is going beyond the industry norms or established standards of fairness then it is prudent to get out of the negotiation.
Every negotiators going into the negotiations should always work out the “what if” scenario. The negotiating parties in the “The Flare and Focus of Successful Futurists” has three to four plausible scenarios. The negotiating protagonist needs to have clear idea of – what will happen if the negotiations fail. To put it in the negotiating literature – BATNA - Best Alternative to a Negotiated Agreement. If the negotiated agreement is not better than BATNA then there is no point in accepting the negotiated solution.
One of the biggest problems in implementing the negotiated agreements in corporate world is – the ambiguity in the negotiated agreement. Sometimes the negotiated agreements are not realistic or various parties interpret the outcomes based on their understanding of the situation. It is critical to do negotiations as water tight as possible so that there is less scope for ambiguity.
Many negotiators make the mistake of focusing only on the substance of the negotiation (interests, options, standards, and so on). How you communicate about that substance, however, can make all the difference. The language you use and the way that you build understanding, jointly solve problems, and together determine the process of the negotiation with your counterpart make your negotiation more efficient, yield clear agreements that each party understands, and help you build better relationships.
Another critical factor in the success of your negotiation is how you manage your relationship with your counterpart. According to “Amy Webb”, the protagonist may want to establish a new connection or repair a damaged one; in any case, you want to build a strong working relationship built on mutual respect, well-established trust, and a side-by-side problem- solving approach.
According to
Harvard Business Review
, there are three types of negotiators – Hard Bargainers, Soft Bargainers, and Principled Bargainers.
Hard Bargainers – These people see negotiations as an activity that they need to win. They are less focused less on the real objectives of the negotiations but more on winning. In the “The Flare and Focus of Successful Futurists ”, do you think a hard bargaining strategy will deliver desired results? Hard bargainers are easy to negotiate with as they often have a very
predictable strategy
Soft Bargainers – These people are focused on relationship rather than hard outcomes of the negotiations. It doesn’t mean they are pushovers. These negotiators often scribe to long term relationship rather than immediate bargain.
Principled Bargainers – As explained in the seven elemental tools of negotiations above, these negotiators are more concern about the standards and norms of fairness. They often have inclusive approach to negotiations and like to work on numerous solutions that can improve the BATNA of both parties.
Open lines of communication between parties in the case study “The Flare and Focus of Successful Futurists” can make for an effective negotiation strategy and will make it easier to negotiate with this party the next time as well.
Amy Webb (2018), "The Flare and Focus of Successful Futurists Harvard Business Review Case Study. Published by HBR Publications.
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