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Why do presidents and their advisors often make sub-optimal
decisions on military intervention, escalation, de-escalation, and
termination of conflicts? The leading concept of group dynamics,
groupthink, offers one explanation: policy-making groups make
sub-optimal decisions due to their desire for conformity and
uniformity over dissent, leading to a failure to consider other
relevant possibilities. But presidential advisory groups are often
fragmented and divisive. This book therefore scrutinizes polythink,
a group decision-making dynamic whereby different members in a
decision-making unit espouse a plurality of opinions and divergent
policy prescriptions, resulting in a disjointed decision-making
process or even decision paralysis. The book analyzes eleven
national security decisions, including the national security policy
designed prior to the terrorist attacks of 9/11, the decisions to
enter into and withdraw from Afghanistan and Iraq, the 2007 "surge"
decision, the crisis over the Iranian nuclear program, the UN
Security Council decision on the Syrian Civil War, the faltering
Kerry Peace Process in the Middle East, and the U.S. decision on
military operations against ISIS. Based on the analysis of these
case studies, the authors address implications of the polythink
phenomenon, including prescriptions for avoiding and/or overcoming
it, and develop strategies and tools for what they call Productive
Polythink. The authors also show the applicability of polythink to
business, industry, and everyday decisions.
Why do presidents and their advisors often make sub-optimal
decisions on military intervention, escalation, de-escalation, and
termination of conflicts? The leading concept of group dynamics,
groupthink, offers one explanation: policy-making groups make
sub-optimal decisions due to their desire for conformity and
uniformity over dissent, leading to a failure to consider other
relevant possibilities. But presidential advisory groups are often
fragmented and divisive. This book therefore scrutinizes polythink,
a group decision-making dynamic whereby different members in a
decision-making unit espouse a plurality of opinions and divergent
policy prescriptions, resulting in a disjointed decision-making
process or even decision paralysis. The book analyzes eleven
national security decisions, including the national security policy
designed prior to the terrorist attacks of 9/11, the decisions to
enter into and withdraw from Afghanistan and Iraq, the 2007 "surge"
decision, the crisis over the Iranian nuclear program, the UN
Security Council decision on the Syrian Civil War, the faltering
Kerry Peace Process in the Middle East, and the U.S. decision on
military operations against ISIS. Based on the analysis of these
case studies, the authors address implications of the polythink
phenomenon, including prescriptions for avoiding and/or overcoming
it, and develop strategies and tools for what they call Productive
Polythink. The authors also show the applicability of polythink to
business, industry, and everyday decisions.
How and why do people make political decisions? This book is the
first to present a unified framework of the Behavioral Political
Science paradigm. - BPS presents a range of psychological
approaches to understanding political decision-making. The
integration of these approaches with Rational Choice Theory
provides students with a comprehensible paradigm for understanding
current political events around the world. Presented in
nontechnical language and enlivened with a wealth of real-world
examples, this is an ideal core text for a one-semester courses in
political science, American government, political psychology, or
political behavior. It can also supplement a course in
international relations or public policy.
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