Introduction to Negotiation Strategy
At Oak Spring University, we provide corporate level professional Negotiation Strategy and other business case study solution. Developing the Next Generation of Enterprise Leaders case study is a Harvard Business School (HBR) case study written by Douglas A. Ready, M. Ellen Peebles. The Developing the Next Generation of Enterprise Leaders (referred as “Enterprise Leaders” 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 Developing the Next Generation of Enterprise Leaders ” 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. A survey of top business executives from major international organizations found that 79% said it was extremely important to have leaders who act on behalf of the entire organization, not just their units. The rest said it was very important. Nearly 65% said they expected at least half of their senior and midlevel managers to behave as enterprise leaders -that is, executives who are as successful at serving the needs of the enterprise as they are at growing the units they head. The expectation that managers will know what's happening elsewhere in the enterprise is rising, authors Douglas A. Ready and M. Ellen Peebles write, but few organizations have been set up to support the development of such enterprise leaders. So how are managers learning to become effective enterprise leaders, and how can organizations encourage their development? The authors surveyed and interviewed scores of executives from the Americas, Europe, and Asia, and focused on three companies: Pfizer, Li & Fung, and Unilever. They found that regardless of the business or the location, enterprise leaders developed their capabilities in similar ways -through a combination of deliberate personal development, high-level mentoring, and opportunities afforded by their work that enabled strong unit performers to become even more effective as enterprise leaders. According to the authors, the essence of enterprise leadership lies in combining two often incompatible roles -those of builder and broker. That means executives need to build their unit's vision and integrate it into the wider corporate vision, clarifying where the enterprise is going and how their teams can best contribute, both within and beyond unit boundaries. They must build unit capabilities and share resources and business know-how across units to contribute to enterprisewide organizational capability. Balancing the goals of the unit with the broader interests of the enterprise can be difficult, the authors concede. Having come up the ranks in silos, managers acquire strong building skills -not the brokering skills top leaders said they needed. From their interviews, the authors identified six components of what they present as a mindset for the successful enterprise leader: a heightened sense of place; a broad sense of context; a sharp sense of perspective; a powerful sense of community; a deep sense of purpose; and an abiding sense of resiliency.
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 “Developing the Next Generation of Enterprise Leaders” 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 “Douglas A. Ready, M. Ellen Peebles”, 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 “Developing the Next Generation of Enterprise Leaders ”, 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 “Developing the Next Generation of Enterprise Leaders” can make for an effective negotiation strategy and will make it easier to negotiate with this party the next time as well.
Douglas A. Ready, M. Ellen Peebles (2018), "Developing the Next Generation of Enterprise Leaders Harvard Business Review Case Study. Published by HBR Publications.
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