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The Politics of U.S Foreign Policy Chapter 9

The Politics of U.S Foreign Policy Chapter 9. History: Patterns of Policymaking. Globalization Preeminence Rise or Restriction of presidential power Rise of the NSC vis-à-vis State Expansion of the national security bureaucracy Ascent of non-security agencies Resulting complication.

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The Politics of U.S Foreign Policy Chapter 9

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  1. The Politics of U.S Foreign PolicyChapter 9

  2. History: Patterns of Policymaking • Globalization • Preeminence • Rise or Restriction of presidential power • Rise of the NSC vis-à-vis State • Expansion of the national security bureaucracy • Ascent of non-security agencies • Resulting complication

  3. Policymaking Stages • Agenda setting • Policy formulation • Policy implementation

  4. Theory: Models of Decisionmaking • Rational Actor • Groupthink • Governmental politics • Organizational process

  5. Rational Actor • Ideal type – decision and implementation • Pyramid of authority • President dominates hierarchy • Information and advice flow directly to president • Decisions based on advice and information • EOP staff manages bureaucratic response • Rational, centralized and responsive

  6. Groupthink • Overestimate competency • Stereotype out-groups • Rationalize decisions • Pressure to conform, self-censorship • Illusion of consensus • Examples: Johnson, Reagan, Bush

  7. Governmental Politics Model • Pluralism • Diffusion of power • Competition • Compromise

  8. Organizational Process Model • Bureaucracy: information, alternatives and implementation • The bureaucracy as an independent driving force • Decentralized • Feudal • Contradictions and incoherence • Incremental

  9. Policymaking Levels • Presidential • Bureaucratic

  10. Cognition and Perception • Cognitive structures of belief • Selective memory • Selective attention and perception • Causal inference • Cognitive stability

  11. Dominant Theories • Cognitive consistency theory: consistency seekers • Schema theory: cognitive misers

  12. Common Patterns of Perception and Misperception • Categorization and stereotyping • Simplifying causal inference • Historical analogies

  13. Personality and Decisionmaking • Johnson • Reagan • Bush • Obama

  14. Stress and Decisionmaking • Low and moderate stress levels • High stress levels • Short term, long term

  15. Crisis and Stress • Heighten salience of time • Reduce size of policymaking group • Reduce tolerance for ambiguity • Increase cognitive rigidity • Encourage selective search for information • Produce concern for immediate future • Minimize communication • Increase ad hoc communication • Limit alternatives • Increase likelihood of polarized choice • Disrupt complex learning

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