1/2 Pol 3767 - Political Psychology Of Elitist Behavior

Front 1

What does "AE"? stand for?

Back 1

“Analogical
Explanation”

Front 2

What six analogies can determine Player X's response to situation Y?

Back 2

1) what is and is not part of Y.
2) the stakes involved in Y.
3) prescribed and proscribed responses to Y.
4) the probability of success of various responses to Y.
5) the morality of various responses to Y.
6) the risks and costs of various responses to Y.

Front 3

What is the main advantage of Khong's AE approach?

Back 3

This AE approach explicates decision-makers’ use of analogies more fully than
standard approaches to analogies do.

Front 4

Is the AE approach consistent with current theories of cognitive psychology?

Back 4

Yes, it followes the general trend of humans coping with ungainly quantities of information (i.e., the real world) by reducing it to simpler, more comprehensible forms (i.e., the analogy).

Front 5

According to Khong, what is the difference between Schema and Analogies?

Back 5

- an “analogy” is a comparison of the given case to a specific case in the past.
- “schema” is a comparison with a spectrum of generally similar past cases

Front 6

What is the thesis of Analogies at war?

Back 6

suggests that analogies are cognitive devices that ‘help’ policymakers perform six diagnostic tasks central to political decision-making. Analogies (1) help define the nature of the situation confronting the policymaker, (2) help assess the stakes, and (3) provide prescriptions. They help evaluate alternative options by (4) predicting their chances of success, (5) evaluating their moral rightness, and (6) warning about dangers associated with the options.

Front 7

According to Khong, what is one problem of decision-makers sometimes employing top-down processing?

Back 7

They construct facts to fit their analogy, instead of their analogy to fit the facts.

Front 8

Why does Khong consider U.S. policy towards Vietnam a particularly valuable test case for his theory?

Back 8

it is especially unlikely to conform to his predictions.

Front 9

What is Khong's three most important methodolical steps?

Back 9

1) “identification of the most important analogies,
2) “specification of what these analogies ‘teach’ and what constitutes acceptable evidence that
their lessons were taken seriously, and
3) “documentation of the role of each analogy in the policy process and assessment of how consistent its lessons are with the options chosen.”

Front 10

What does Khong considers – on the basis of various letters,
interviews, and other primary sources particularly about LBJ and Secretary of State Rusk – to be the most
relevant analogy for explaining the U.S. grand strategy???

Back 10

Khong applies his methods in this chapter to the analogy between the Vietnam situation in 1965
and Neville Chamberlain’s situation with respect to Hitler in the 1930’s. This analogy would prescribe
the eschewing of appeasement and hence suggest some sort of escalation to prevent Ho Chi Minh and
communism from further expansion.

Front 11

(Preston) What did Richard Neustadt observe about the inherent limitations on institutional powers?

Back 11

That presidents are forced to rely upon their interpersonal skills and arts of persuasion to carry out their policies.

Front 12

(Preston) Name one personality characteristic which has been extensively studied and linked to specific types of behavior and interactonal styles with others.

Back 12

The need for power (or dominance)

Front 13

(Preston) Name one individual characteristic which has a significant impact upon the nature of decision making, style of leadership, assessment of risk, an character of general information processing within decision groups.

Back 13

Cognitive complexity of decision makers.

Front 14

(Preston) What is the cognitive complexity of decision makers sometimes linked to?

Back 14

How attentive or sensitive leaders are to information from (or nuances within) their surrounding political or policy information.

Front 15

(Preston) Name one factor that has a significant impact upon presidential style, the nature of advisory group interactions, and how forcefully leaders assert their own positions on policy issues.

Back 15

Prior Policy Experience/Expertise

Front 16

Which three main things does (Preston) outline as important?

Back 16

1. The need for power.
2. Cognitive complexity.
3. Prior Policy Experience/Expertise.

Front 17

(Preston) How can we measure Leaders' Characteristics?

Back 17

Using Margaret Hermann's (1983) Personality Assessment-at-a-Distance (PAD) approach.

Front 18

(Preston) What does PAD mean?

Back 18

Personality Assessment-at-a-Distance

Front 19

When is the PAD approach from?

Back 19

1983

Front 20

Who created the PAD approach?

Back 20

Margaret Hermann

Front 21

(Preston) What is the PAD approach?

Back 21

The Personality Assessment-at-a-Distance (PAD approach is a method utilizing content analysis of the spontaneous interview rsponses by political leaders across differing time periods, audiences, and substantive topic areas to construct detailed personality profiles of individuals

Front 22

(Preston) Which 8 traits does the PAD approach have?

Back 22

1. Need for power.
2. Need for affiliation.
3. Ethnocentricm
4. Locus of control
5. Complexity
6. Self-confidence
7. Distrust of others
8. Task/interpersonal emphasis

Front 23

(Preston) PAD:

1. Need for (...).
2. (...) for affiliation.
3. Ethno(...)
4. (...) of control
5. Complexity
6. (...)-confidence
7. Distrust of (...)
8. (...)/(...) emphasis

Back 23

1. Need for power.
2. Need for affiliation.
3. Ethnocentricm
4. Locus of control
5. Complexity
6. Self-confidence
7. Distrust of others
8. Task/interpersonal emphasis

Front 24

(Preston; Typology)
Director

Back 24

High prior policy experience/expertise.
High need for power

Front 25

(Preston; Typology)
Magistrate

Back 25

Low prior policy experience/expertise.
High need for power

Front 26

(Preston; Typology)
Example of Director:
Foreign Policy: (...)
Domestic policy: (...)

Back 26

Foreign Policy: Kennedy and Eisenhower.
Domestic policy: Johnson and Truman.

Front 27

(Preston; Typology)
Example of Magistrate:
Foreign Policy: (...)
Domestic policy: (...)

Back 27

Foreign Policy: Johnson and Truman.
Domestic policy: Kennedy and Eisenhower.

Front 28

(Preston; Typology)
Example of High need for power and high prior policy experience leaders:
Foreign Policy: (...)
Domestic policy: (...)

Back 28

Foreign Policy: Kennedy and Eisenhower.
Domestic policy: Johnson and Truman.

Front 29

(Preston; Typolocy)
Example of high need for power and low prior policy experience leaders:
Foreign Policy: (...)
Domestic policy: (...)

Back 29

Foreign Policy: Johnson and Truman.
Domestic policy: Kennedy and Eisenhower.

Front 30

(Preston; Typology)
What are characteristics of Director?

Back 30

- Activist Presidential Style
- Decision making centralized within tight inner circle.
- Preference for direct personal control for final policy decision.
- Preference for direct personal involvement throughout policy process (agenda-setting, formulation, deliberation, decision and implementation.)

Front 31

(Preston) What is the PAD approach?

Back 31

The Personality Assessment-at-a-Distance (PAD approach is a method utilizing content analysis of the spontaneous interview rsponses by political leaders across differing time periods, audiences, and substantive topic areas to construct detailed personality profiles of individuals

Front 32

(Preston) Which 8 traits does the PAD approach have?

Back 32

1. Need for power.
2. Need for affiliation.
3. Ethnocentricm
4. Locus of control
5. Complexity
6. Self-confidence
7. Distrust of others
8. Task/interpersonal emphasis

Front 33

(Preston) PAD:

1. Need for (...).
2. (...) for affiliation.
3. Ethno(...)
4. (...) of control
5. Complexity
6. (...)-confidence
7. Distrust of (...)
8. (...)/(...) emphasis

Back 33

1. Need for power.
2. Need for affiliation.
3. Ethnocentricm
4. Locus of control
5. Complexity
6. Self-confidence
7. Distrust of others
8. Task/interpersonal emphasis

Front 34

(Preston; Typology)
Director

Back 34

High prior policy experience/expertise.
High need for power

Front 35

(Preston; Typology)
Magistrate

Back 35

Low prior policy experience/expertise.
High need for power

Front 36

(Preston; Typology)
Example of Director:
Foreign Policy: (...)
Domestic policy: (...)

Back 36

Foreign Policy: Kennedy and Eisenhower.
Domestic policy: Johnson and Truman.

Front 37

(Preston; Typology)
Example of Magistrate:
Foreign Policy: (...)
Domestic policy: (...)

Back 37

Foreign Policy: Johnson and Truman.
Domestic policy: Kennedy and Eisenhower.

Front 38

(Preston; Typology)
Example of High need for power and high prior policy experience leaders:
Foreign Policy: (...)
Domestic policy: (...)

Back 38

Foreign Policy: Kennedy and Eisenhower.
Domestic policy: Johnson and Truman.

Front 39

(Preston; Typolocy)
Example of high need for power and low prior policy experience leaders:
Foreign Policy: (...)
Domestic policy: (...)

Back 39

Foreign Policy: Johnson and Truman.
Domestic policy: Kennedy and Eisenhower.

Front 40

(Preston; Typology)
What are characteristics of Director?

Back 40

- Activist Presidential Style
- Decision making centralized within tight inner circle.
- Preference for direct personal control for final policy decision.
- Preference for direct personal involvement throughout policy process (agenda-setting, formulation, deliberation, decision and implementation.)

Front 41

(Preston; Typology)
Which president type has these characteristics:
- Activist Presidential Style
- Decision making centralized within tight inner circle.
- Preference for direct personal control for final policy decision.
- Preference for direct personal involvement throughout policy process (agenda-setting, formulation, deliberation, decision and implementation.)

Back 41

Director.

Front 42

What are characteristics of the Magistrate?

Back 42

- Relegative, less-activist presidential style;
- Decision making centralized within tight inner circle.
- Preference for direct personal control over final policy decisions, but limited need for personal involvement throughout policy process.

Front 43

Which president type has these characteristics:
- Relegative, less-activist presidential style;
- Decision making centralized within tight inner circle.
- Preference for direct personal control over final policy decisions, but limited need for personal involvement throughout policy process.

Back 43

Magistrate

Front 44

(Preston, Typology) What was Kennedy in
Foreign Policy:

Back 44

Director

Front 45

(Preston, Typology) What was Kennedy in
Domestic Policy:

Back 45

Magistate

Front 46

(Preston, Typology) What was Johnson in
Foreign Policy:

Back 46

Magistrate

Front 47

(Preston, Typology) What was Johnson in
Domestic Policy:

Back 47

Director

Front 48

(Preston; Typology)
What is the Navigator?

Back 48

- Vigilant, highly sensitive presidential style
High general need for information and high personal interest/expertise in policy area
- Active collector of information from policy environment.

Front 49

Which presidential type have these chartacteristics:
- Vigilant, highly sensitive presidential style
High general need for information and high personal interest/expertise in policy area
- Active collector of information from policy environment.

Back 49

Navigator

Front 50

True/False: Kennedy was a Navigator in Domestic Policy.

Back 50

False. Kennedy was a Navigator in Foreign Policy.

Front 51

WHat are high complexity and high prior policy experience leaders?

Back 51

Navigators

Front 52

Kennedy was a Navigator in Foreign Policy. What does this mean?

Back 52

1. He had high complexity and high prior policy experience.
He was:
- Vigilant, highly sensitive presidential style
High general need for information and high personal interest/expertise in policy area
- Active collector of information from policy environment.

Front 53

Typology: What was Kennedy?

Back 53

Foreign Policy: Director.
Domestic Policy: Magistrate.
Foreign Policy: Navigator.
Domestic Policy: Observer

Front 54

Typology: What was Johnson?

Back 54

Foreign Policy: Magistrate.
Domestic Policy: Director.
Domestic Policy: Sentinel
Foreign Policy: Johnson

Front 55

According to Preston, which characteristics did Kennedy have?

Back 55

In Foreign Policy, Kennedy:
1. Had an activist presidential style
2. D

Front 56

One limitation of the Preston's Contingency (Typology) Aproach:

Back 56

Presidential leadership styles can change over time.

Front 57

Who had the Contingency Approach?

Back 57

Preston.

Front 58

Thesis of Analogies at War: Khong suggests that (...) are cognitive devices that ‘help’ policymakers perform six diagnostic tasks central to political decision-making. Analogies (1) help (...) the nature of the situation confronting the policymaker, (2) help assess the (...), and (3) provide (...). They help evaluate alternative (...) by (4) (...) their chances of (...), (5) evaluating their (...) rightness, and (6) warning about (...) associated with the options.

Back 58

Khong suggests that analogies are cognitive devices that ‘help’ policymakers perform six diagnostic tasks central to political decision-making. Analogies (1) help define the nature of the situation confronting the policymaker, (2) help assess the stakes, and (3) provide prescriptions. They help evaluate alternative options by (4) predicting their chances of success, (5) evaluating their moral rightness, and (6) warning about dangers associated with the options.

Front 59

Preston/JFK
What kind of personality type was JFK in the Cuban Missile Crisis? (Name 2)

Back 59

Director-Navigator

Front 60

Preston/JFK
Name one strength of JFK in the Cuban Missile Crisis

Back 60

JFK's foreign policy style was shaped by his prior foreign policy experience & his strong interest in foreign affairs.

Front 61

Preston/JFK
JFK had an inner (..)) emphasizing (...) involvement and control over (...).

Back 61

JFK had an inner circle emphasizing personal involvement and control over policy.

Front 62

Preston/JFK
True/False: Kennedy, with his limited foreign policy expertise, often delegated enormously to expert advisers.

Back 62

FALSE. Kennedy, with his extensive foreign policy expertise, did NOT defer policy questions or policy formulation to expert advisers.

Front 63

Preston/JFK
High need for (...)
(...) to context

Back 63

High need for Information
Sensitivity to context.

Front 64

Preston/JFK
True/False: Kennedy often sought alternative viewpoints and information.

Back 64

True.

Front 65

Preston/JFK
True/False: Kennedy was not interested in multiple perspectives on policy.

Back 65

False.

Front 66

Preston/JFK
True/False: Like Truman, Kennedy often engaged in "black-and-white" information processing.

Back 66

False. Kennedy did not often engage in black-and.-white information processing, utilize simplistic stereotypes, or demonstrate a heavy emphasis toward the use of historical analogies in attempting to understand the course of ongoing events.

Front 67

Preston/JFK
Did JFK have a more or a less decisive decision style

Back 67

Less decisive decision style

Front 68

Preston/JFK
Did JFK have a high or a low self-monitoring and attention to interpersonal relations

Back 68

JFK had a high-self monitoring and attention to interpersonal relations.

Front 69

Preston/JFK
JFK had a high self-(...), and attention to interpersonal (...).

Back 69

JFK had a high self-monitoring and attention to interpersonal relations.

Front 70

Preston/JFK on Conflicts:
a) Kennedy wanted staff politicking for his favor.
b) Kennedy kept his relations with his aides on a multilateral basis.
c) Kennedy did not believe in a competitive advisory process.
d) Kennedy allowed arguments to get contentious.

Back 70

c) Kennedy did not believe in a competitive advisory process.

Front 71

Preston/JFK
President Kennedy's leadership (..) and foreign policy behavior were (...) with the expectations of the Director-(...).

Back 71

President Kennedy's leadership style and foreign policy behavior were consistent with the expectations of the Director-Navigator.