Studies in Crisis Behavior

Front Cover
Michael Brecher
Transaction Publishers, 1978 - Political Science - 384 pages

This volume, a collection of thir­teen papers, presents a new ap­proach to the study of interna­tional crisis behavior of individual states. The opening essay, by the editor, sets out the terms of refer­ence in the form of a model, re­search question, and three tables defining the attributes of the crisis actor, the dimensions of the crisis, and the characteristics of the crisis decisional unit. The following nine papers are in-depth studies of individual actor-crises which occurred between the years 1939 and 1976. These cases represent small, medium, and large states with different economic and mili­tary capabilities and span the en­tire globe--Europe, North and Central America, South and Southeast Asia, and the Middle East. Preliminary comparative findings for the nine "vertical" studies are then summarized.

Initial findings on "horizontal" research, offering systematic comparisons on patterns of be­havior in Middle East crisis, com­prise the final paper in the group of empirical studies. The volume concludes with two papers--one on the quality of decision making, and the other a review of the literature on crisis anticipation, deci­sion making, and management.The papers in this volume orig­inally appeared in the Jerusalem Journal of International Relations.


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A Theoretical Approach to International Crisis Behavior
The Netherlands and the 1940 Nazi Invasion
The US and the Berlin Blockade 19481949
The 1954 Guatemala Crisis
Indias Border Crisis with China 1962
The Soviet Union and Czechoslovakia 1968
The US and the SyriaJordan Confrontation 1970
Israel 1973
Britains Behavior in the Cyprus Crisis 1974
Syrias Intervention in Lebanon 19751976
A Summary of Findings
Preliminary Findings
Can DecisionMakers Be Rational and Should They Be? Evaluating the Quality of Decisions
An Appraisal of the Literature

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Page 5 - Specifically, a crisis is a situation that (1) threatens high-priority goals of the decisionmaking unit, (2) restricts the amount of time available for response before the decision is transformed, and (3) surprises the members of the decision-making unit by its occurrence.