MARC Record from marc_columbia

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001 15084542
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008 120417s2012 nyua ob 001 0 eng d
010 $z 2011024010
035 $a(OCoLC)ocn785927956
035 $a(NNC)15084542
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020 $a0203801261$q(electronic bk.)
020 $a9781136622465$q(electronic bk.)
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035 $a(OCoLC)785927956$z(OCoLC)787849610$z(OCoLC)818814079$z(OCoLC)1086537863$z(OCoLC)1302560036
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245 00 $aWhen things go wrong :$bforeign policy decision making under adverse feedback /$cedited by, Charles F. Hermann.
260 $aNew York :$bRoutledge,$c2012.
300 $a1 online resource (xiv, 194 pages) :$billustrations
336 $atext$btxt$2rdacontent
337 $acomputer$bc$2rdamedia
338 $aonline resource$bcr$2rdacarrier
490 1 $aForeign Policy Analysis
504 $aIncludes bibliographical references and index.
505 0 $aWhat we do when things go wrong / Charles F. Hermann -- Responding to adverse feedback: group decision-making in protracted foreign policy problems / Charles F. Hermann and Robert S. Billings -- From anticipated victory to sensing entrapment in Vietnam: group efficacy in the LBJ administration / Charles F. Hermann -- The role of leaders in sequential decision-making: Lyndon Johnson, advisory dynamics and Vietnam / Thomas Preston -- Policy commitment and resistance to change in U.S.-Chinese relations: the George H.W. Bush administration's response to Tiananmen Square / Jean A. Garrison -- The British strategy of appeasement: why Britain persisted in the face of negative feedback / Stephen G. Walker, Mark Schafer and Gregory Marfleet -- Applying control theory to sequential foreign policy decision-making / Jeffrey B. Vancouver -- Dealing with adverse feedback / Charles F. Hermann.
588 0 $aPrint version record.
520 $aWhat happens when a government begins a major foreign policy commitment and then later receives new information that it is failing? The question of how to deal with adverse feedback to high-stakes foreign policy speaks to a number of important, current scenarios in international relations. Indeed, how to handle signs that major prior commitments are not working as intended is common to every aspect of human existence--from the owner of an old car who has to decide whether to make additional repairs after a critical breakdown, to management deciding what course to follow when a new investment f.
650 0 $aInternational relations$xDecision making.
650 0 $aInternational relations$xPsychological aspects.
650 0 $aInternational relations$xDecision making$vCase studies.
651 0 $aUnited States$xForeign relations$y20th century$xDecision making.
650 6 $aRelations internationales$xPrise de décision.
650 6 $aRelations internationales$xAspect psychologique.
650 6 $aRelations internationales$xPrise de décision$vÉtudes de cas.
651 6 $aÉtats-Unis$xRelations extérieures$y20e siècle$xPrise de décision.
650 7 $aPOLITICAL SCIENCE$xGlobalization.$2bisacsh
650 7 $aInternational relations$xDecision making.$2fast$0(OCoLC)fst00977062
650 7 $aInternational relations$xPsychological aspects.$2fast$0(OCoLC)fst00977078
651 7 $aUnited States.$2fast$0(OCoLC)fst01204155
650 7 $aInternationale Politik.$2idszbz
650 7 $aEntscheidung.$2idszbz
648 7 $a1900-1999$2fast
655 4 $aElectronic books.
655 7 $aCase studies.$2fast$0(OCoLC)fst01423765
700 1 $aHermann, Charles F.,$d1938-
776 08 $iPrint version:$tWhen things go wrong.$dNew York : Routledge, 2012$z9780415895286$w(DLC) 2011024010$w(OCoLC)698324512
830 0 $aForeign Policy Analysis.
856 40 $uhttp://www.columbia.edu/cgi-bin/cul/resolve?clio15084542$zTaylor & Francis eBooks
852 8 $blweb$hEBOOKS