Sometimes, conclusions can be drawn by determining his/her main interests and the negotiation itself can be used to verify or falsify the assumptions.
[2] BATNA was developed by negotiation researchers Roger Fisher and William Ury of the Harvard Program on Negotiation (PON), in their series of books on principled negotiation that started with Getting to YES (1981), equivalent to the game theory concept of a disagreement point from bargaining problems pioneered by Nobel Laureate John Forbes Nash decades earlier.
Most managers overestimate their BATNA whilst simultaneously investing too little time into researching their real options.
This can result in poor or faulty decision making and negotiation outcomes.
[8] Others may employ a soft style, which is friendly, trusting, compromising, and conflict avoiding.
[3] The purpose here, as Philip Gulliver mentions, is for negotiation parties to be aware.
Depending on the cost of finding other dealers, the reservation value would represent the highest price you are willing to pay.
A party's relative power in a negotiation is their ability to use resources to influence the circumstances of another, and the role of a BATNA in this regard can range from significant to non-existent.
So, a third party is required in the form of either: With tongue-in-cheek, American speculative fiction writer Neal Stephenson places the invention of BATNA in 17th century by putting the following words in his novel The Confusion: "“I learnt it from English traders in Surat,” said the befuddled Surendranath, “It stands for Best Alternative To a Negotiated Agreement.”" Another character of the novel responds: “To have a BATNA is good and wise, as Surendranath has pointed out.