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The Bush administrations and Saddam Hussein : deciding on conflict

[NT 42944] Record Type:	[NT 8598] Electronic resources : [NT 40817] monographic
[NT 47348] Title Information:	deciding on conflict
[NT 47261] Author:	HybelAlex Roberto.,
[NT 47353] Alternative Intellectual Responsibility:	KaufmanJustin Matthew.,
[NT 47356] Secondary Intellectual Responsibility:	Palgrave Connect (Online service)
[NT 47351] Place of Publication:	New York
[NT 47263] Published:	Palgrave Macmillan;
[NT 47352] Year of Publication:	2006.
[NT 50960] Edition:	1st ed.
[NT 47264] Description:	1 online resource (xvi, 192 p.)
[NT 47298] Series:	Advances in foreign policy analysis
[NT 47266] Subject:	Entscheidungsfindung. -
[NT 47266] Subject:	Milit�arpolitik. -
[NT 47266] Subject:	Iraq War, 2003-. -
[NT 47266] Subject:	Persian Gulf War, 1991. -
[NT 47266] Subject:	Iraq War, 2003-2011. -
[NT 47266] Subject:	Golfkrieg <1990-1991> -
[NT 47266] Subject:	Irakkrieg. -
[NT 47266] Subject:	Au�enpolitik. -
[NT 51399] Personal Subject:	Bush - George -
[NT 51399] Personal Subject:	Bush - George W. -
[NT 51399] Personal Subject:	Hussein - Saddam -
[NT 51399] Personal Subject:	Bush - George. -
[NT 51399] Personal Subject:	Bush - George W. -
[NT 51399] Personal Subject:	�Husain - �Sadd�am. -
[NT 51399] Personal Subject:	Bush - George Walker -
[NT 51399] Personal Subject:	Hussein - Saddam -
[NT 51458] Online resource:	http://www.palgraveconnect.com/doifinder/10.1057/9781137357021
[NT 47265] Notes:	Description based on print version record.
[NT 51398] Summary:	This book presents a vital and unsettling analysis of the foreign policy-making processes of the two Bush administrations prior to the attacks on Iraq. In a systematic and thorough comparison, Hybel and Kaufman show how both presidents used historical analogies uncritically to evaluate information, relied on instinct to formulate decisions, drew on moral language to justify their choices, and refused to reconsider their original decisions so that none would question their courage and motivation to do the right thing. The significance of these factors is explained by the noncompensatory decision-making theory, which asserts that leaders, rather than comparing the positive and negative aspects of options, stress the positive features of their favored policy and the negative elements of unwanted alternatives.
[NT 50961] ISBN:	9781137357021electronic bk.
[NT 50961] ISBN:	1137357029electronic bk.
[NT 60779] Content Note:	1. Two Surprises, Two Wars, Two Presidents, One Family 2. Alternative Theories of Foreign Policy-Making 3. Two Harmful Surprises 4. The Logic of Surprise Versus The Logic of Surprise Avoidance 5. The Apple Sometimes Falls Close to the Tree 6. The Absence of a Rational Process.

The Bush administrations and Saddam Hussein : deciding on conflict
Hybel, Alex Roberto.

The Bush administrations and Saddam Hussein : deciding on conflict / Alex Roberto Hybel and Justin Matthew Kaufman. - 1st ed.. - New York : Palgrave Macmillan, 2006.. - 1 online resource (xvi, 192 p.). - (Advances in foreign policy analysis).
1. Two Surprises, Two Wars, Two Presidents, One Family.
Description based on print version record..
Includes bibliographical references (p. [179]-186) and index..
ISBN 9781137357021ISBN 1137357029
Entscheidungsfindung.Milit�arpolitik.Iraq War, 2003-.Persian Gulf War, 1991.Iraq War, 2003-2011.Golfkrieg <1990-1991>Irakkrieg.Au�enpolitik.

Kaufman, Justin Matthew.

The Bush administrations and Saddam Hussein : deciding on conflict
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330 $a This book presents a vital and unsettling analysis of the foreign policy-making processes of the two Bush administrations prior to the attacks on Iraq. In a systematic and thorough comparison, Hybel and Kaufman show how both presidents used historical analogies uncritically to evaluate information, relied on instinct to formulate decisions, drew on moral language to justify their choices, and refused to reconsider their original decisions so that none would question their courage and motivation to do the right thing. The significance of these factors is explained by the noncompensatory decision-making theory, which asserts that leaders, rather than comparing the positive and negative aspects of options, stress the positive features of their favored policy and the negative elements of unwanted alternatives.
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