The use of fear and anger to alter crisis initiation

This paper provides a formal assessment of the effectiveness of the use of fear and anger on the decision to initiate a crisis. The formalization employs the finding that fearful decision-makers are risk-averting across frames and make pessimistic risk assessments, and that angry decision-makers are risk-seeking across frames and make optimistic risk assessments. The work presented here employs a sequential decision analysis based on the two-sided incomplete information version of the Traditional Deterrence Game. The analysis shows when the use of the emotions of fear and anger is effective, ineffective, and counterproductive in altering the decision to initiate or not initiate a crisis.