Traditional conflict research has focused on the analysis of fully rational negotiators assuming that people face conflicts in personal and working life following a rational decision-making process. This approach has dominated conflict research in the 1980s and 1990s and has ignored most emotional-relevant variables (Bazerman et al., 2000). Researchers, in this view, emphasized the cognitive side of conflict management, neglecting the emotional one. Even, at this point in time, affect was “one of the least studied areas of dyadic negotiation” (Neale and Northcraft, 1991, p. 170).