BATNA and EATNAs also have an effect on what William Zartman and others have described as “maturity,” the timing of a dispute being resolved or “ripe” for a settlement.  If the parties have ideas or “congruous images” about BATNs, then negotiations are ripe to reach an agreement. The images of Kongruent-BATNA have ensured that both parties have similar views on how a dispute will be possible if they do not agree, but instead pursue their other rights-based or power-based options. In this situation, it is often wiser for them to negotiate an agreement without continuing the dispute process and thus reduce transaction costs. This occurs when parties involved in a dispute engage in an out-of-court settlement (which happens in the United States about 90 percent of the time). The reason the parties agree is that their lawyers have understood the understanding of the strength of the case of both parties and the likelihood that each party will be able to impose themselves in court. They can then “go hunting” and achieve the same result through negotiations much easier, faster and at a lower cost. Keywords: 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, negotiation, negotiation information letter, negotiating skills, negotiating strategies, negotiating table, negotiation theory, negotiation theory, Roger Fisher , ury, what is batna, what is batna, what is batna , william ury “Don`t put all your eggs in one basketball” is an old proverb that has proven itself. For a negotiator, this old intelligent saying shows that at the end of the day, you can have a lazy market if you negotiate with another negotiating team. In fact, you can end up with no deal at all. They must have a strong alternative waiting in the wings to have the power to say “no.” Imagine you took a course of negotiation. From your studies, you know how valuable it is to go to a business meeting.
Before organizing the meeting, you began discussions with two alternative suppliers. These suppliers are ready and able to meet all your needs. Colin needs a car and negotiates with Tom to buy his car. Tom offers to sell his car to Colin for $10, 000. Colin searches Craigslist and finds a similar car to which he attributes a value of 7,500 dollars. Colin`s BATNA costs $7,500 — if Tom doesn`t offer a price of less than $7,500, Colin will consider his best alternative to a negotiated contract. Colin is willing to pay up to 7,500 $US for the car, but ideally he would only pay $5,000. The relevant information is illustrated below: here is a process developed by Harvard Law School to develop the best alternative to a negotiated agreement: BATNA is often not seen by negotiators as a safety net, but as a lever in negotiations.
Although a negotiator`s alternative options should theoretically be easy to assess, the attempt to understand what alternative BATNA represents for some is often not invested.