Abstract
The authors argue that a negotiation cannot be understood by looking at its substance alone: a three-dimensional view that takes into equal account the negotiation’s people and its process is essential to make head or tail of it. In turn, mapping these three dimensions onto a negotiator’s mindset begins to make it possible for the negotiator to see where and how he or she might change things, rather than reflexively responding to the other’s impetus, or narrowly pursuing a set strategy that may not be working.