SEM as Negotiation
Strategic Enrollment Management isn’t merely about admissions and financial aid—it’s about aligning institutional mission with market realities in ways that are both student-centered and data-informed. Viewed through the lens of negotiation, SEM becomes a dynamic system of interdependent relationships: with prospective students, families, community influencers, K-12 schools, alumni, faculty, and internal staff. Drawing from 3D Negotiation: Powerful Tools to Change the Game in Your Most Important Deals by David Lax and James Sebenius, and Essentials of Negotiation by Lewicki, Saunders, and Barry, three principles become especially relevant: setup, deal design, and tactical interaction.
- Setup involves determining who needs to be at the table, what interests are at stake, and which parties have influence over enrollment decisions. For HBCUs, this means engaging not just students, but parents, clergy, high school counselors, and community mentors who shape the decision-making ecosystem.
- Deal Design refers to how institutions create value through the student’s experience. It’s not just about price; it’s about crafting offers that resonate emotionally and practically with underserved populations. This might include mentorship programs, clear career pathways, and intentional support systems.
- Tactics, while often emphasized, should follow—not lead—strategy. Scripts matter less than systems, and strategic enrollment leaders must know when to pivot from persuasive messaging to coalition-building and issue reframing.
The Cultural Context
The diversity within HBCUs and MSIs also means that enrollment negotiations occur across varied cultural, economic, and generational dimensions. Chapter 11 of Essentials of Negotiation reminds us that in international and cross-cultural negotiations, assumptions can be fatal. For instance, assuming that all Black or Latino students respond similarly to recruitment strategies ignores regional, familial, and economic differences. Strategic enrollment leaders must develop cultural humility and data literacy to avoid overgeneralization and instead build nuanced personas that guide outreach.
Equally important is the political environment. Public perceptions of DEI initiatives, affirmative action, and federal funding can dramatically alter an institution’s appeal and perceived legitimacy. In this context, setup becomes a shield—anticipating changes, diversifying recruitment pipelines, and framing the institutional value proposition in ways that transcend political cycles.
Leadership and Accountability
Leading enrollment through this lens requires a shift from short-term performance metrics to long-term strategy. Enrollment managers must adopt a leadership posture that blends transformational vision with collaborative execution. As Lewicki et al. note in Chapter 10, multiparty negotiations (such as cross-department SEM committees) require clear roles, shared goals, and open channels of communication. Leaders must foster psychological safety while holding teams accountable to institutional KPIs—bridging the often-siloed worlds of marketing, academic affairs, and student support.
Professional development plays a critical role here. Too often, enrollment teams are equipped with tactical training (CRM usage, phone scripts, event planning) but lack exposure to systems thinking, data storytelling, or negotiation dynamics. Embedding professional learning communities and creating leadership pipelines within SEM units allows HBCUs and MSIs to develop internal change agents who can sustain innovation over time.
The Path Forward
HBCUs and MSIs are more than educational institutions—they are engines of social mobility and cultural affirmation. But to thrive, they must adopt a strategic posture that sees every element of SEM as a negotiation: from brand positioning to student engagement, from financial structuring to internal alignment.
Consider this: An HBCU looking to boost STEM enrollment among underrepresented males recognizes that traditional outreach and scholarship packages have limited impact. Instead of only increasing merit aid, the institution reframes its offer through negotiation theory. They partner early with high schools, launch a summer bridge program co-led by STEM faculty and alumni, and guarantee every enrolled student a faculty mentor and paid internship by year two. They also engage parents and community leaders as ambassadors—tapping into local trust networks. At the internal level, they align academic and student affairs teams through shared enrollment metrics and regular scenario planning meetings, increasing accountability and cohesion.
This isn’t just marketing—it’s “setup” and “deal design” in action. It expands the scope of stakeholders, adds value beyond dollars, and creates a win-win proposition for the student, family, and institution. It also reflects a broader institutional willingness to act as a proactive negotiator in shaping its market position.
By leveraging the principles of negotiation—particularly setup, value creation, and coalition building—enrollment leaders can develop strategic enrollment plans that are not only adaptive but transformative. In doing so, they ensure their institutions remain vital pathways for generations of students yet to come.
Dwight Sanchez is the Executive Director of Enrollment Management at the University of Maryland School of Pharmacy.
