Introduction to Negotiation Strategy
At Oak Spring University, we provide corporate level professional Negotiation Strategy and other business case study solution. How Twitter Users Can Generate Better Ideas case study is a Harvard Business School (HBR) case study written by Salvatore Parise, Eoin Whelan, Steve Todd. The How Twitter Users Can Generate Better Ideas (referred as “Twitter Ideas” from here on) case study provides evaluation & decision scenario in field of Innovation & Entrepreneurship. It also touches upon business topics such as - negotiation strategy, negotiation framework, Social platforms.
Negotiation strategy solution for case study How Twitter Users Can Generate Better Ideas ” 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?
What prompts people to come up with their best ideas? Even Steve Jobs, renowned for his digital evangelism, recognized the importance of social interaction in achieving innovation. As CEO of Pixar Animation Studios, Jobs explicitly instructed the architect of Pixar's new headquarters to design physical space that encouraged staff to get out of their offices and mingle. Jobs believed that serendipitous exchanges released creative juices that fueled innovation. Empirical studies confirm what Jobs intuitively knew. The more diverse a person's social network, the more likely that person is to be innovative. A diverse network provides exposure to people from different fields who behave and think differently. Can Twitter make employees more innovative? Does having more diversity in one's virtual connections mean that good ideas are more likely to surface, as in the face-to-face world? To answer this question, the authors analyzed employee Twitter networks. EMC Corporation, a leading company in the information storage and infrastructure industry, was one of the five companies the authors studied, analyzing hundreds of ideas submitted by EMC employees. The researchers found that, while Twitter users and non-users generally submitted the same number of ideas, the ideas of Twitter users were rated significantly more positively by other employees and experts than the ideas of non-users. The researchers also found that there was a positive relationship between the amount of diversity in one's Twitter network and the quality of ideas submitted. However, the authors argue that just exposing oneself to diverse fields, opinions and beliefs on Twitter by itself is not sufficient to enhance innovativeness. Additional capabilities are needed to ensure that the ideas triggered via Twitter would be transformed into real innovative outcomes. A critical ability is individual absorptive capacity -the ability of employees to identify, assimilate and exploit new ideas. Two activities closely linked with increasing individual absorptive capacity and personal innovation are "idea scouting,"which entails looking outside the organization for new ideas, and "idea connecting,"which involves finding opportunities within the organization to implement the new concepts. The authors found that Twitter users who performed both roles were the most innovative. This is an MIT Sloan Management Review article.
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 “How Twitter Users Can Generate Better Ideas” 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 “Salvatore Parise, Eoin Whelan, Steve Todd”, 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 “How Twitter Users Can Generate Better Ideas ”, 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 “How Twitter Users Can Generate Better Ideas” can make for an effective negotiation strategy and will make it easier to negotiate with this party the next time as well.
Salvatore Parise, Eoin Whelan, Steve Todd (2018), "How Twitter Users Can Generate Better Ideas Harvard Business Review Case Study. Published by HBR Publications.
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