Interest-based bargaining is not for everyone. Traditional bargaining has for the most part worked well in both the public and private sectors. The perceived and actual risks associated with a transition to an interest-based approach may simply be too great in many situations. The interest-based process should be viewed as an effective option when used in the right places at the right times. Legislative review of economic terms are often unavoidable.
Good communication is essential to the effectiveness of an interest-based process.
Knowledge of the process and third party assistance are necessary for success. Each party must be motivated to assume the behavior changes and risks associated with interest-based bargaining. Parties should not expect interest-based bargaining to result in an agreement superior to one that would be obtained through traditional bargaining. Although Fisher and Ury argue that trust is not essential to the process it is hard to imagine the process working in the absence of a mature relationship where the parties can rely on each others' word. An interest-based process cannot work if union or management leaders are openly hostile to the other parties' interests or in an unstable political environment.