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E-raamat: Military Decision-Making Processes: Case Studies Involving the Preparation, Commitment, Application and Withdrawal of Force

  • Formaat: 172 pages
  • Ilmumisaeg: 01-Nov-2013
  • Kirjastus: McFarland & Co Inc
  • Keel: eng
  • ISBN-13: 9781476604077
  • Formaat - EPUB+DRM
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  • Formaat: 172 pages
  • Ilmumisaeg: 01-Nov-2013
  • Kirjastus: McFarland & Co Inc
  • Keel: eng
  • ISBN-13: 9781476604077

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President Bill Clinton, speaking as might any commander-in-chief, on the eve of his decision to deploy ground troops to Bosnia in 1995, declared he had "no responsibility more grave than putting soldiers in harm's way." Such a statement suggests that a study of the decision-making process associated with the weighty matters of using force would be enlightening. Indeed, it is. The decision-making process is far from standardized nor is it simple.

While all individuals associated with important decisions about national security and the lives of America's service members take their responsibilities seriously, the processes by which they reach their conclusions are varied and complicated. The book traces eight traditional and emerging theories or models of decision-making by first explaining the components of each model and then by analyzing its practical application through three case studies. Each chapter concludes with a discussion of the utility and explanatory power of the particular model.

Instructors considering this book for use in a course may request an examination copy here.
Preface 1(2)
Introduction 3(4)
Chapter 1 The Rational Actor Model
7(13)
Example 1 Truman's Decision to Use the Atomic Bomb on Japan, 1945
7(5)
Example 2 Reagan's Decision to Bomb Libya, 1986
12(4)
Example 3 Bush's Decision to Halt Operation Desert Storm, 1991
16(4)
Utility of the Rational Actor Model
18(2)
Chapter 2 Prospect Theory
20(13)
Example 1 Washington's Decision to Attack Trenton, 1776
20(3)
Example 2 Meade's Decision Not to Pursue Lee After Gettysburg, 1863
23(5)
Example 3 Clinton's Decision to Withdraw from Somalia, 1993
28(5)
Utility of the Prospect Theory
31(2)
Chapter 3 Poliheuristic Theory
33(17)
Example 1 Eisenhower's Decision Not to Intervene in Hungary, 1956
34(3)
Example 2 Kennedy's Authorization of the Bay of Pigs, 1961
37(5)
Example 3 Johnson's Decision to De-escalate US Involvement in Vietnam, 1968
42(8)
Utility of the Poliheuristic Theory
49(1)
Chapter 4 The Bureaucratic Model
50(16)
Example 1 The Confederate Departmental System's Impact on the Vicksburg Campaign, 1862-1863
51(3)
Example 2 The Army-Air Force Helicopter Rivalry, 1950s-1960s
54(6)
Example 3 The Department of State and the Department of Defense and the Multinational Peacekeeping Force in Beirut, 1982
60(6)
Utility of the Bureaucratic Model
65(1)
Chapter 5 The Organizational Process Model
66(15)
Example 1 Strategic Formulation in the Vietnam War, 1960s-1970s
66(5)
Example 2 The Decision to Abort the Iranian Hostage Rescue Mission, 1980
71(4)
Example 3 The Federalization of the California Army National Guard During the Los Angeles Riot, 1992
75(6)
Utility of the Organizational Process Model
80(1)
Chapter 6 The Small Group Model
81(16)
Example 1 The Blockade Board in the Civil War, 1861
81(6)
Example 2 The Executive Committee During the Cuban Missile Crisis, 1962
87(4)
Example 3 The Restricted Interagency Group in Developing a Strategy Toward Nicaragua, 1980s
91(6)
Utility of the Small Group Model
96(1)
Chapter 7 The Elite Theory
97(18)
Example 1 The Influence of the Congressional Black Caucus in the Decision to Intervene in Haiti, 1993 and 1994
97(7)
Example 2 The Role of the Media in the Decision to Intervene in Somalia, 1992
104(5)
Example 3 The Agenda of Secretary of State Madeline Albright in the Decision to Intervene in Kosovo, 1999
109(6)
Utility of the Elite Theory
114(1)
Chapter 8 The Pluralist Model
115(22)
Example 1 Conscription in the Confederate Army, 1861-1864
115(7)
Example 2 The Reflagging of Kuwaiti Tankers in the Midst of the Iran-Iraq War, 1987-1988
122(7)
Example 3 The Implementation Force (IFOR) in Bosnia, 1995
129(8)
Utility of the Pluralist Model
135(2)
Epilogue 137(2)
Chapter Notes 139(14)
Bibliography 153(8)
Index 161
Kevin Dougherty, a retired Army lieutenant colonel, is the assistant commandant for leadership programs and an adjunct professor at The Citadel in Charleston, South Carolina.