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New insights on international crises

Published online by Cambridge University Press:  26 October 2009

J. L. Richardson
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Extract

It is not surprising that international crises have become a subject of intensive study in the nuclear age. The example of Sarajevo stands as an awesome warning of the repercussions which can flow from an apparently minor incident. The Cuban missile crisis seemed for a time to suggest guidelines by which crises could be successfully 'managed', but the dangers of generalizing from an optimistic reading of that unique case have come to be widely appreciated.

Type
Review Articles
Information
Review of International Studies , Volume 14 , Issue 4 , October 1988 , pp. 309 - 316
Copyright
Copyright © British International Studies Association 1988

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References

1. Snyder, Glenn H. and Diesing, Paul, Conflict Among Nations: Bargaining, Decision Making and System Structure in International Crises (Princeton, 1977)Google Scholar; Lebow, Richard Ned, Between Peace and War: The Nature of International Crisis (Baltimore and London, 1981)Google Scholar.

2. Brecher, Michael, Wilkenfeld, Jonathan and Moser, Sheila, Crises in the Twentieth Century, Vol. I: Handbook of International Crises; Vol. II: Handbook of Foreign Policy Crises (publication announcement by Pergamon Press, 1987)Google Scholar.

3. Holsti, Oie R. and George, Alexander L., ‘The Effects of Stress on the Performance of Foreign Policy-Makers’, Political Science Annual, 6 (1975), pp. 255–319Google Scholar. For a convenient summation of the Stanford Group's research on July 1914, see Holsti, , Crisis, Escalation, War (Montreal, 1972)CrossRefGoogle Scholar.

4. Holsti and George, loc. cit., p. 283.

5. Ibid., pp. 277–84.

6. Ibid., pp. 295–301. For an earlier discussion along similar lines, see Hermann, Charles F. and Brady, Linda P., ‘Alternative Models of International Crisis Behavior’, in Hermann, Charles F. (ed.), International Crises: Insights from Behavioral Research (New York, 1972), pp. 286–291.Google Scholar

7. For the effects of the psychology of small groups on decision-making, see Holsti and George, loc. cit., pp. 285–93.

8. See, for example, Richardson, J. L., ‘Crisis Management: A Critical Appraisal’, in Winham, Gilbert (ed.), New Issues in International Crisis Management (Boulder, Col., 1988), pp. 13–36Google Scholar; Cohen, Eliot A., ‘Why We Should Stop Studying the Cuban Missile Crisis’, The National Interest, 2 (1986), pp. 3–13.Google Scholar

9. Lebow op. cit., pp. 57–228, 268–73.

10. Snyder and Diesing, op. cit., pp. 488–9, 497–503.

11. Ibid., p. xii.

12. Brecher, Michael and Wilkenfeld, Jonathan, ‘Crisis in World Polities’, World Politics, 34 (1982), p. 382.CrossRefGoogle Scholar