Ordinary Least Squares (OLS) regression analysis is applied to a cross-national data set to test two hypotheses concerning governments' hard-line response against terrorism: do hard-line responses cause more damage vis a vis event outcome and is the hard-line approach a deterrent? Six national factors are included in this analysis: economic development, economic growth rate, democratic development, leftist regime type, military regime type and British colonial legacy. Only the level of economic development, economic growth rate and leftist regime type demonstrated statistically significant relationships with the dependent variable "event frequency." Government response strength demonstrated a strong statistically significant relationship with event outcome, however, its relationship with event frequency was statistically insignificant.

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It is broadly accepted that there is a need for better security management and protocols for hostage incident management, there is currently a lack of basic empirical knowledge about the existing security management protocols with reference to existing policies, knowledge and the capability of International Non-Governmental Organisations (INGOs) to handle hostage incidents. Many INGOs have successfully managed high-profile hostage crises, but there is still a considerable level of uncertainty about the way these crises have been solved and the way their success can be seen in relation to other crises. This study aimed to understand how INGOs prepare themselves for hostage incidents, whether policies, procedures are in place, how they manage hostage situations, and also how INGO staff are trained and prepared. The methodology adopted for this study was qualitative and comprised of indepth interviews with sixteen INGOs and ten industry experts and a review of INGO documents, policies and plans. The study sheds light on some of the less talked-about aspects for INGO security management in general, as well as preparedness and responsibility towards their staff. The study suggests that while most organisations have a level of preparedness in place, enhancing each agency’s respective policies may assist the organisation in better management. The study also found that there is a higher use of ransom payment than expected, and that there is an increasing willingness to engage external expertise to assisting in managing a hostage crisis. The study makes several recommendations that may have policy implications, including pre-deployment hostile environment training, reviewing potential cooperation between INGOs and United Nations, and the use of external resources to assist in managing a hostage crisis. It also recommends a revision of existing negotiation models, as the current models are lacking in addressing protracted hostage cases. The establishment of an accurate database of incidents to allow for improved interpretation of trends and scope of hostage cases is also recommended.

In the last four decades, hostage situations have rapidly increased in the world due to the threat of terrorism and other social problems. The goals of hostage takers are to achieve certain political, criminal, and/or social benefits through hostage situations. It is not only a police problem but also a governmental problem. Police apply either negotiation or tactical intervention in hostage situations to recover hostages without bloodshed or loss of life. Success in this endeavor is based on effective negotiation. The purposes of this study are to analyze the major actors and their roles in hostage situations, to identify effective negotiation strategies and tools, and to provide some future recommendations for governments, police agencies, and researchers for peaceful resolutions in hostage situations.

The purpose of this study was to examine the effectiveness of active listening skills on perpetrator response style in crisis negotiations. The extant literature boasts the utility of negotiations in crisis situations for law enforcement that came about in response to cataclysmic events such as the Attica Prison Riots (1971), Munich Massacre (1972), and the Williamsburg incident (1973). Various crisis negotiation models assert the importance of active listening skills in crisis negotiations; given the recent and voluminous media attention on police, this research aimed to provide further support for a cultural shift in police departments around the country to provide their officers with crisis negotiation training. These trainings allow officers to expand their arsenal of tools that decreases their need to rely on a tactical response when verbal de-escalation may be warranted to minimize risk to both officer and subject. The proposed study coded and analyzed audio recordings from the first 20 minutes of 12 simulated negotiations. The author proposed: (1) an increase in the proportion of active listening skills within the first phase of the negotiation would be associated with a decrease in the proportion of negative perpetrator response style in the second phase of the negotiation, (2) an increase in the proportion of active listening skills within the first half of the negotiation would be associated with an increase in the proportion of positive perpetrator response style in the second half of the negotiation, (3) an increase in the proportion of problem-solving utilized during the first phase of the negotiation would be associated with an increase in the proportion of negative perpetrator response style in remainder of the negotiation, and (4) an increase in the proportion of emotional labeling, paraphrasing and summarizing, and open-ended questions utilized during the first half of the negotiation would be associated with an increase in the proportion of positive perpetrator response style in the second half of the negotiation. While no significant results were identified via Pearson’s correlations, scatterplots were constructed for visual inspection of the data, which indicated potential support of hypotheses II and IV when considering the limitations of the study.

By conducting this theory-based empirical study, gathering data from working negotiators in the US and Canada, I have determined what primary dynamic activities, communication skills, and negotiation tools are used by hostage/crisis negotiators. Negotiators implement their negotiation and decision strategies differently depending on whether the situations they deal with are instrumental or expressive. I have determined which elements of negotiations and factors affecting negotiations differ while handling instrumental and expressive hostage situations. I found that the collected data did not reveal any significant relationship between handling instrumental/expressive hostage situations differently and belief in the elements of Brenda Dervin's and Shannon-Weaver's theories. I have also determined that the belief in the elements of the Dervin's and Shannon-Weaver's theories is workable and practical for negotiators to use. Based on the above findings, the model suggested by this research adds the elements and directives of Dervin's and Shannon-Weaver's models to the common approach used by the negotiators. This revised model suggests that the negotiators pay attention to the dynamics of the interactions presented between the two parties: the negotiators themselves and hostage takers. The revised model also recommends that the negotiators focus on not only the hostage takers behavioral characteristics, psychological conditions, and criminal history but also on the meaning of the sent message and the interaction itself as performed between the two parties. This perspective enables the negotiators to look at the negotiation process as information and communication process. We are not ignoring the fact that hostage negotiation is a format of extreme information management. By looking at such an extreme case, we can add to our understanding of Dervin's and Shannon-Weaver's perspectives in order to see the hostage negotiation process from a wider perspective. The revised model is not an alternative approach to the common approach most negotiators use. Instead, the revised model uses the perspective and directives of the common approach and extends its meaning and content by also focusing on Dervin's sense making theory and Shannon-Weaver's communication model perspectives. The use of the perspective of this revised model is one more tool for the negotiators to use in order to promote new ways of looking at hostage negotiation resolutions.