The 'Noncompensatory Principle' of Coalition Formation
In: Journal of theoretical politics, Band 7, Heft 3, S. 335-350
ISSN: 0951-6298
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In: Journal of theoretical politics, Band 7, Heft 3, S. 335-350
ISSN: 0951-6298
In: The journal of conflict resolution: journal of the Peace Science Society (International), Band 37, Heft 4, S. 595-618
ISSN: 0022-0027, 0731-4086
World Affairs Online
In: Foreign policy analysis: a journal of the International Studies Association, Band 10, Heft 1, S. 23-41
ISSN: 1743-8586
World Affairs Online
In: International studies perspectives: a journal of the International Studies Association, Band 6, Heft 1, S. 99-113
ISSN: 1528-3577
In an increasingly dangerous world, forecasting national leaders' decisions during crises is a central concern of policy analysts. But with a wide range of specific military responses available to leaders, pinpointing a likely decision can be difficult. This essay argues that the poliheuristic theory of foreign policy decision making is a useful tool for aiding policy analysts in forecasting the decisions of national leaders. The theory's emphasis on a noncompensatory decision dimension facilitates the elimination of many of the possible decision alternatives, reducing uncertainty. Then, surviving alternatives are weighed against additional, nontrivial dimensions, producing a likely decision. As an illustrative case, I examine Carter's decision to implement the hostage rescue mission, demonstrating that Carter ruled out alternatives that failed to satisfy criteria on the noncompensatory decision dimension -- reelection. The president's final choice was selected from the remaining alternatives according to its ability to simultaneously maximize net benefits with respect to military & strategic concerns. Following a comparison of the analysis with compensatory models of decision making, I suggest a general forecasting framework rooted in the poliheuristic theory. The theory can be applied to international crises provided that policy analysts obtain information concerning (1) the leader's noncompensatory decision criteria, (2) the set of alternatives that satisfy those criteria, & (3) the expected net benefits of the remaining alternatives on other dimensions (ie, the military & strategic dimensions). 53 References. Adapted from the source document.
In: International studies perspectives: a journal of the International Studies Association, Band 6, Heft 1, S. 129-150
ISSN: 1528-3577
World Affairs Online