Decision making during international crises:
Saved in:
| Main Author: | |
|---|---|
| Format: | Book |
| Language: | English |
| Published: |
New York
St. Martin's Pr.
1988
|
| Edition: | 1. publ. in the United States of America |
| Subjects: | |
| Online Access: | Inhaltsverzeichnis |
| Item Description: | Teilw. zugl.: Diss. |
| Physical Description: | XX, 331 S. |
Staff View
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Record in the Search Index
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|---|---|
| adam_text | Decision-Making
during International
Crises
Jonathan M Roberts
Foreword by Paul Smoker
M
MACMILLAN
PRESS
Contents
List of Figures xi
List of Tables xii
Foreword by Paul Smoker xiv
Preface xv
List of Abbreviations xix
1 Introduction 1
Why study international crises? 1
Underlying v immediate causes of war 3
Crisis research 4
PART I APPROACHES TO THE DEFINITION OF
CRISIS
Crisis: An Exercise in Definition
The problems of definition
Historical evolution
The Systemic Approach
Defining and explaining this approach
A problem?
How to distinguish one crisis from another
System structure
The Decision-Maker
Surprise
Threat
Case examples
The time factor and duration of crisis
PART II CRISES AS PART OF INTERNATIONAL
RELATIONS
5 About International Crises 69
Crisis phases 69
vu
viii Contents
The location of crises in the peace-war continuum and
some classifications 77
Crisis typologies 83
6 Crisis Management 94
Two schools 97
The belief that crises are largely bad 99
And those that are mismanaged, worse 99
Are crises manageable? 99
What is a mismanaged crisis? 100
Inherently unmanageable crises 100
The conventions of crisis management 101
The three levels of crisis management 104
The conventions of crisis management in the nuclear age 105
PART III THE INDIVIDUAL AND CRISIS DECISION-
MAKING
7 The individual and the Group 111
Introduction 111
The NSC: the formal setting 111
The informal setting: the ad hoc group 114
Group size 116
Group composition 118
The definition of the situation (the interpretation of the
environment on the eve of the crisis) 125
A sequence of definitions of the situation 128
A group definition of the situation? 133
Historical analogy 134
Groupthink 143
Devil s advocate 152
Advice and Advisers 153
8 The Importance of Individual and Role Variables 160
Introduction 160
Definitions of individual and role variables 161
The question of action dispensability 163
Strategic emplacement in the environment: role 164
Personality variables 168
Contents ix
The study of personality • • - 169
Decision-making styles 175
9 General Health of Decision-Makers during International
Crises 181
Physical and mental health 181
Three medical histories 183
Mental illness 186
Age 189
Fatigue 193
Drugs: for better or for worse 198
Stress 207
PART IV INTERNATIONAL LAW AND THE USE OF
FORCE
10 International Legal Principles 229
Why a legal approach? 229
Sources of international law 230
The changing face of international law and war 231
Why do states abide by international law? 232
The use of international law in international crises 233
Case-studies 235
The UN and dispute settlement 252
11 Coercive Diplomacy or Risky Ventures: The Use of Force in
International Crises 255
Armed force as a political instrument: the symbolic use of
force 255
Coercive force and escalation 258
De-escalation: What goes up must come down 265
Escalatory dangers 267
Putting forces on alert 269
Civilian control and unauthorised military actions 274
Events getting out of control 279
PART V CONCLUSION
12 Conclusion: The Final Decision 287
Appendix 289
Contents
Notes and References 291
Bibliography 312
Index 327
|
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| spelling | Roberts, Jonathan M. Verfasser aut Decision making during international crises Decision-making during international crises 1. publ. in the United States of America New York St. Martin's Pr. 1988 XX, 331 S. txt rdacontent n rdamedia nc rdacarrier Teilw. zugl.: Diss. Internationale Politik International relations Decision making World politics 1945-1989 Internationale Krise (DE-588)4072883-3 gnd rswk-swf Krisenmanagement (DE-588)4127374-6 gnd rswk-swf Entscheidungsprozess (DE-588)4121202-2 gnd rswk-swf (DE-588)4113937-9 Hochschulschrift gnd-content Internationale Krise (DE-588)4072883-3 s Entscheidungsprozess (DE-588)4121202-2 s DE-604 Krisenmanagement (DE-588)4127374-6 s 1\p DE-604 HEBIS Datenaustausch application/pdf http://bvbr.bib-bvb.de:8991/F?func=service&doc_library=BVB01&local_base=BVB01&doc_number=001197865&sequence=000002&line_number=0001&func_code=DB_RECORDS&service_type=MEDIA Inhaltsverzeichnis 1\p cgwrk 20201028 DE-101 https://d-nb.info/provenance/plan#cgwrk |
| spellingShingle | Roberts, Jonathan M. Decision making during international crises Internationale Politik International relations Decision making World politics 1945-1989 Internationale Krise (DE-588)4072883-3 gnd Krisenmanagement (DE-588)4127374-6 gnd Entscheidungsprozess (DE-588)4121202-2 gnd |
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| title | Decision making during international crises |
| title_alt | Decision-making during international crises |
| title_auth | Decision making during international crises |
| title_exact_search | Decision making during international crises |
| title_full | Decision making during international crises |
| title_fullStr | Decision making during international crises |
| title_full_unstemmed | Decision making during international crises |
| title_short | Decision making during international crises |
| title_sort | decision making during international crises |
| topic | Internationale Politik International relations Decision making World politics 1945-1989 Internationale Krise (DE-588)4072883-3 gnd Krisenmanagement (DE-588)4127374-6 gnd Entscheidungsprozess (DE-588)4121202-2 gnd |
| topic_facet | Internationale Politik International relations Decision making World politics 1945-1989 Internationale Krise Krisenmanagement Entscheidungsprozess Hochschulschrift |
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