Here`s a process developed by Harvard Law School to develop the best alternative to a negotiated deal: negotiating is more than defining a number of alternatives. Understanding the nuances of negotiation tactics can help improve professional relationships by resolving difficult disputes. Understanding negotiations can also help you assess personal strengths and weaknesses in the face of conflict and learn how to manage your negotiating tendencies. Finally, studying some people`s usual and potentially manipulative negotiation tactics can help negotiators neutralize their effects. To develop a strong BATNA, attractive alternatives are needed. In the bestseller Getting to YES: Negotiating Agreement Without Giving In, the authors make three suggestions on how to achieve this: the illustration presented by BATNA clearly shows how the proverb says: “Don`t put all the eggs in one basket.” Today, many managers use BATNA in negotiations instead of having it as a final resource. The examples presented are down to earth and sufficiently illustrate how BATNA`s problems can be highlighted. Fisher and Ury offer a job search as a fundamental example of determining a BATNA. If you don`t receive an attractive job offer from Company X by the end of the month, what will you do? Inventing options is the first step in determining your BATNA. Should you take another job? Looking in another city? Going back to school? If the offer you`re waiting for is in New York, but you`ve also considered Denver, try turning that other interest into a job offer there too. With a job posting on the Denver table, you`re better equipped to evaluate the New York offer when it`s made.
Finally, you need to choose your best alternative if you don`t reach an agreement with the New York company. What realistic options would you really want to follow if you don`t get the job offer in New York? The parties can adapt the BATN to any situation requiring negotiations, from discussions on wage increases to the resolution of more complex situations such as mergers. BATNs are essential to negotiations because a party cannot make an informed decision about whether or not to accept an agreement unless it understands its alternatives. While a BATNA is not always easy to identify, Harvard researchers have outlined several steps to clarify the process: the fascination with EATNA often leads to a failure of negotiations at the last minute, especially when many parties are involved. Disputants can negotiate for months or even years and finally come up with an agreement that they deem acceptable to all. But at the end of the day, all parties need to take a closer look at the end result and decide, “Is this better than all my alternatives?” Only if all parties say “yes” can the agreement be reached. If only one party changes its mind, the agreement can collapse. Therefore, knowledge of your own BATNA and the opponents` EATNA are essential for the success of BATNA negotiations are critical for negotiations, as you cannot make a smart decision as to whether to accept a negotiated agreement unless you know what your alternatives are. . .