Introduction to Negotiation Strategy
At Oak Spring University, we provide corporate level professional Negotiation Strategy and other business case study solution. FloriA?n Coute: An EMBA at an Impasse (A) case study is a Harvard Business School (HBR) case study written by Guido Stein Martinez, Jose Ramon Pin Arboledas, Marta Cuadrado. The FloriA?n Coute: An EMBA at an Impasse (A) (referred as “Floria Emba” 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 FloriA?n Coute: An EMBA at an Impasse (A) ” 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?
In October 2011 FloriA?n was pondering his next step and the direction his career should take. The situation at work was awkward. His position at Infraestructuras BrasileA?as (IB), a state-owned aeronautical company based in SA?o Paolo, was a guarantee of comfortable, stable employment. In January 2012, eager to grow professionally and seek out new challenges, FloriA?n started an Executive MBA (EMBA) at a business school. The EMBA was part-time and so could be done while continuing to work; some classes were at weekends, with more intensive sessions held over a few weeks during vacation.From the moment he started the course, FloriA?n's boss, Rafael Oliveira, gradually reduced his workload until FloriA?n found himself virtually unoccupied much of the time.After completing the EMBA and having spent, as he put it, nearly a year "in the wilderness", FloriA?n felt strongly that it was time to do something about the situation. There were various options to be considered. The first was to talk to his boss and get the situation back under control, which he thought would be difficult. FloriA?n had his pride and knew he was not very good at managing conflicts. Given his personality, rebuilding the relationship with Rafael would be difficult: "The damage is done. What's worse, I've lost standing and authority in the eyes of my colleagues."The second option was to try to move to a different job within the company. This was more appealing, but FloriA?n was concerned that his boss might have given the heads of other departments an unfavorable impression of FloriA?n's professional ability.The third possibility was to look for a new job elsewhere. In his present state of mind, FloriA?n was inclined to plump for this last option, which would probably also mean going outside the aeronautical industry, despite his more than five years' experience and extensive industry knowledge. The economic situation in the United States and Europe, which were IB's main international markets, also made this the most risky option.FloriA?n was worried he might be overlooking some important detail and so started to reflect on the events and circumstances that had led to the present situation.
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, clearly understanding the arbitrage . 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 “FloriA?n Coute: An EMBA at an Impasse (A)” 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 (Negotiations options), 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 and other people doing the mediation. According to “Guido Stein Martinez, Jose Ramon Pin Arboledas, Marta Cuadrado”, 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 “FloriA?n Coute: An EMBA at an Impasse (A) ”, 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 “FloriA?n Coute: An EMBA at an Impasse (A)” can make for an effective negotiation strategy and will make it easier to negotiate with this party the next time as well.
Guido Stein Martinez, Jose Ramon Pin Arboledas, Marta Cuadrado (2018), "FloriA?n Coute: An EMBA at an Impasse (A) Harvard Business Review Case Study. Published by HBR Publications.
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