When balancing these different alternatives to see what is “best,” community members need to consider a number of factors. Attractive alternatives are needed to develop a strong BATNA. In the best-selling Get to YES: Negotiating Agreement Without Giving The authors make three suggestions on how to achieve this: if Tom`s best alternative to the deal is to sell the car to a car dealership that would offer him $6,000, then both parties can agree because Tom`s booking point would be $6,000. In the situation described, the graph would look like: Tags: Negotiating Table, BATNA, Batna definition, Batna negotiations, best alternative to a negotiated agreement, bruce patton, Dealmaking, always yes, always yes Negotiation agreement, Guhan Subramanian, batna importance, in negotiations, negotiated agreement, negotiation agreement without bids, negotiation, negotiating bulletin, negotiating skills, negotiating strategies, negotiating table , negotiation theory, negotiator, roger fisher, ury, what is batna, what is batna negotiation, william ury you should also consider the alternatives available on the other side. Sometimes they may be too optimistic about their options. The more you know about your options, the better you`ll be willing to negotiate. They will be able to develop a more realistic view of results and reasonable offers. The performance of your BATNA gives you the leverage to ask for more. If you don`t get what you`re looking for, then you can turn to your best alternative. A strong BATNA is like a hot and fuzzy insurance. A strong alternative offers you two possibilities.
Either they make an agreement on more advantageous terms, or you just say “no business” because you have a good alternative plan. BATNAs are essential to negotiation because you cannot make wise decisions about whether or not to accept a negotiated agreement, unless you know what your alternatives are. If you are offered a used car for 7500 $US, but there is a better one at another dealership for $6,500 – the car is your BATNA. Another term for the same thing is your “walking point.” If the seller does not drop their price below $6500, you will walk AWAY and buy the other car. Here is a process developed by Harvard Law School to develop the best alternative to a negotiated agreement: Guy Burgess and Heidi Burgess have slightly adapted the BATNA concept to emphasize what they call “EATNAs” — popular alternatives to a negotiated agreement rather than “better alternatives.” Although the parties to the dispute do not have good options outside of negotiations, they often think they do. (For example, both sides believe that they can impose themselves in court or in the military struggle, even if some of them are significantly weaker or if the relative forces are so balanced that the outcome is very uncertain.) But the decision whether or not to accept an agreement depends on perception. If a contestant thinks he or she has a better option, she will follow this option very often, even if she is not as good as she thinks. Company A, for example, makes a US$20 million takeover bid to Company B. Nevertheless, Company B thinks they are worth $30 million in valuation.