un arms embargoes have been increasingly applied to civil wars, yet these embargoes have tended to be either irrelevant or malevolent in their effects. arms embargoes are rarely enforced in a civil war; they undermine the credibility of the un; they are unlikely to change the political positions of civil war participants; they criminalise target societies; and they benefit arms suppliers willing to break the rules. this article argues for the reform of partial arms embargoes, which target select groups in a civil war. it also argues for the restriction in use of impartial embargoes, which apply to all sides in a civil war. enforcing impartial embargoes can actually make the situation worse, by shaping the course of the civil war in unpredictable and immoral ways.
A major paradox in international relations is the widespread fear and anxiety that underlies the security dilemma in times of peace and the prevalence of overconfidence or “false optimism” on the eve of war. A new theory of the causes of war—the Rubicon theory of war—can account for this paradox and explain important historical puzzles. The “Rubicon model of action phases,” which was developed in experimental psychology, describes a significant shift in people's susceptibility to psychological biases before and after making a decision. Prior to making decisions, people tend to maintain a “deliberative” mind-set, weighing the costs, benefits, and risks of different options in a relatively impartial manner. By contrast, after making a decision, people tend to switch into an “implemental” mind-set that triggers a set of powerful psychological biases, including closed-mindedness, biased information processing, cognitive dissonance, self-serving evaluations, the illusion of control, and optimism. Together, these biases lead to significant overconfidence. The Rubicon theory of war applies this model to the realm of international conflict, where implemental mind-sets can narrow the range of bargaining options, promote overambitious war plans, and elevate the probability of war.
During the 1962 Cuban missile crisis, the argument that U.S. air strikes against Soviet missile sites in Cuba would be morally analogous to the Japanese surprise attack on Pearl Harbor in 1941 had a major impact on policymaking. The invocation of this analogy contributed to President John F. Kennedy's decision to forgo an immediate attack on the missiles and to start instead with a naval blockade of the island. The “Pearl Harbor in reverse” argument is an example of an important phenomenon that has received little attention in foreign policy analysis—the moral analogy. Fusing together elements of moral and analogical thinking, the moral analogy can be a powerful force in shaping policy preferences, as it was in October 1962.
A major puzzle in international relations is why states privilege negative over positive information. States tend to inflate threats, exhibit loss aversion, and learn more from failures than from successes. Rationalist accounts fail to explain this phenomenon, because systematically overweighting bad over good may in fact undermine state interests. New research in psychology, however, offers an explanation. The “negativity bias” has emerged as a fundamental principle of the human mind, in which people's response to positive and negative information is asymmetric. Negative factors have greater effects than positive factors across a wide range of psychological phenomena, including cognition, motivation, emotion, information processing, decision-making, learning, and memory. Put simply, bad is stronger than good. Scholars have long pointed to the role of positive biases, such as overconfidence, in causing war, but negative biases are actually more pervasive and may represent a core explanation for patterns of conflict. Positive and negative dispositions apply in different contexts. People privilege negative information about the external environment and other actors, but positive information about themselves. The coexistence of biases can increase the potential for conflict. Decisionmakers simultaneously exaggerate the severity of threats and exhibit overconfidence about their capacity to deal with them. Overall, the negativity bias is a potent force in human judgment and decisionmaking, with important implications for international relations theory and practice.
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