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Stress and International Crises. Edition No. 1

VDM Publishing House, January 2009, Pages: 156

In the field of foreign policy analysis, there is a
long history of research examining factors that
impact decision making in conflicts and
crises. This book examines factors affecting
leaders’ decision making during international
crises. A statistical analysis was conducted using
data from the International Crisis Behavior
Project. The key variable examined was decision-
maker stress. Analyses were performed
in order to determine the relationship between
decision-maker stress and various crises attributes
and outcomes related to decision making. The crisis
attributes and outcomes examined were the amount of
time between crisis trigger and crisis response, the
size of the decision-making unit in a crisis, the
type of crisis management response, the likelihood
of definitive outcomes, and the tension level among
crisis actors following a crisis. The statistical
analyses were conducted separately on non-protracted
conflict crises and protracted conflict crises.
Results indicate that increases in decision-maker
stress do impact crises, and stress affects crises
differently in protracted conflict and non-
protracted conflict crises.

Greg, Cowan.
Greg Cowan completed his PhD in Organizational Leadership from
the University Of Oklahoma in 2007. That same year, he began
working as a Presidential Management Fellow for the Social
Security Administration in Baltimore, Maryland. He also works
as an adjunct Assistant Professor for the College of Liberal
Studies, University of Oklahoma.