Conceptual Models and the Cuban Missile Crisis
Rational Policy, Organization Process, and Bureaucratic Politics
Download eBook for Free
|PDF file||3.9 MB||
Use Adobe Acrobat Reader version 10 or higher for the best experience.
Purchase Print Copy
|Add to Cart||Paperback69 pages||$25.00||$20.00 20% Web Discount|
An analysis of the proposition that the maker of governmental policy is not a rational, unitary decisionmaker but rather a conglomerate of large organizations and political actors, and of the implications of this argument for foreign policy analysts. Three conceptual models are developed and applied to the same problem: the Cuban missile crisis and the U.S. decision to impose a blockade on Cuba. Model I (Rational Policy) examines the U.S. strategic calculus: the problem posed by the Soviet missiles and relevant U.S. values and capabilities. Model II (Organization Process) emphasizes organizational constraints in choice and organizational routines in implementation. Model III (Bureaucratic Politics) emphasizes the games, power, and maneuvers of the principal players within the leadership group. The alternative explanations that emerge illustrate the differences that result from the formulation of alternative frames of reference and the opportunities that such formulations offer the analyst in foreign policy research.
This report is part of the RAND Corporation Paper series. The paper was a product of the RAND Corporation from 1948 to 2003 that captured speeches, memorials, and derivative research, usually prepared on authors' own time and meant to be the scholarly or scientific contribution of individual authors to their professional fields. Papers were less formal than reports and did not require rigorous peer review.
This document and trademark(s) contained herein are protected by law. This representation of RAND intellectual property is provided for noncommercial use only. Unauthorized posting of this publication online is prohibited; linking directly to this product page is encouraged. Permission is required from RAND to reproduce, or reuse in another form, any of its research documents for commercial purposes. For information on reprint and reuse permissions, please visit www.rand.org/pubs/permissions.
The RAND Corporation is a nonprofit institution that helps improve policy and decisionmaking through research and analysis. RAND's publications do not necessarily reflect the opinions of its research clients and sponsors.