Afp Final Exam

Front 1

J Rosenau's causality funnel, framework

Back 1

-external (global)
-environment, the societal environment of the nation
-the governmental setting in which the policy making occurs
-the roles occupied by policy makers
-the individual characteristis of foreign policy-making elites

Front 2

Causality, external

Back 2

-attributes of the international system
-characteristics of state/non state actors
-political realists weigh particular importance to this source of influence

Front 3

causality, societal

Back 3

-domest socia and political system
-capitalistic economy
-manifest destiny

Front 4

causality, governmental

Back 4

-the way the U.S government is organized affects the substance of AFP
-constitutional constraints

Front 5

causality, roles

Back 5

-refers to the impact of the office on hte behavior of its occupant
-explains why some American Presidents act, once in office, so much like theyre predecessors and why each holds american interests and views in similar terms
-

Front 6

causality,individual

Back 6

-characteristics: skills, personalities, beliefs, psychological predispostions
-more subtle that popular impressions suggest. Individual characteristics influence, but do no set

Front 7

Allison, Rational Policy Model
examples

Back 7

-RAND sovietologists, "the introdutions of stategic missiles into Cuba was motivated by U.S. stategic superiority"
-Morgenthau, explanation of WWI- fear of country taking over the Balkans, shifting balance of power

Front 8

Allison, Rational Policy Model, organizing concepts

Back 8

-National Actor- the rational nation is the unitary dmaker, the agent
-the problem- action is chosen in response to a strategic problem that the nation faces
static selection- the action is concieved as a steady-state choice among alternative outcomes

Front 9

Allison, RC, components

Back 9

Goals and Objectives, National sec and national interests are the principal categories in which strategic goals are concieved.
Options- various courses of action relevant to a strategic problem provide the spectrum of options
-Consequences- cost/benefit analysis
-choice- rational choice is value maximizing

Front 10

Allison, RC, dominant inference pattern

Back 10

if a nation performed a particular action, that ation must have had ends towards which the action constituted an optimal means

Front 11

Allison, RC, Gen Propositions

Back 11

-value-maximizations
-action depends upon
1. relevant values and objectives
2. other possible courses of action
3. estimates on the possible consequences
4. nate valuation of each set of consequences

two propositions
1. increase in the cost of an alternative, reduced the likelihood of that option being chosen
2. decrease in cost, increases likelihood

Front 12

Allison, RC, deterrence

Back 12

1. stable nuclear balance reduced the likelihood of nuclear attack. Second-strike capability affects the potentials- fear of retaliation
2.stable nuclear balance increases the probability of limited war

Front 13

Allison, RC, Soviet Posture

Back 13

-Soviet Union chooses its force posture (deployment of weapons) as a value maximizing means of implementing soviet strategic objectives and military doctrines

Front 14

Allison, RC, variants

Back 14

Focus on national actor and choice in particular situations
1. national propensities or personality traits reflected in an "operational code"
2. concern wih certain objectives
3. special principles of action, narrow the alternatives

-Individual leader value maximization
-several actors within government, collective perceptions

Front 15

Allison, Organizational Model,

Back 15

-focuses on behavior as more of outputs of large organizations functioning according to standard patterns of behavior
-existing organizations with a fixed set of standard operating procedures and programs

Front 16

Allison, Orgo, Examples

Back 16

-Chinese etry into the Korean War- Chinese soldiers were firing at UN soldiers- organizational action triggered by the decisions of government leaders

Front 17

Allison, Orgo, concepts

Back 17

-actor- constellation of loosley allied organizations on top of which governmental leaders sit

-Factored Problems, Fractionated power- surveillance of multiple facets of foreign affairs require problems be divided and addressed by various organizations
-factoring: permits more specialized attention but must be paid for in the coin of discretion for what an organization attends to, and how organization responses are programmed

parochial priorities, perceptions, issues: 1. selective infomation available 2.recruitement of personel 3. tenure of individuals 4. small group pressuers within 5. distribution of rewards within

Front 18

Allison, Orgo, concepts cont

Back 18

Action as an organization ouput
-Goals, constraints defining acceptable performance- mix of expectations and demands from citizens and special interest groups, bargaining within the organization
- sequential attention to goals- subunits role
-standard operating procedures- "higher" functions by doing "lower" tasks. Procedures do no easily change.
-Programs and repertoires, assured performance requires "program" which the organization has available for dealing with a situation
-limited in number
-Uncertainty avoidance: do not attempt to estimate probability of future occruences, avoid uncertainty by arranging a negotiated enviro, regularizing the actions of other actors
-problem directed search- when the situation cannot be construed as standard
-organizational learning and change- 1. periods of budgetary feast 2. periods of prolonged budgetary famine
3. dramatic performance failures

Front 19

Allison, Orgo, central coord and control

Back 19

-action requires decentralization but bc of overlap in jurisdictions it must be mitigated by intense coordination

Front 20

Allison, ORGO, Decisions of Government Leaders

Back 20

-Dominant inference pattern- the charc of a gov action in any instance depends upon established routines, basis of information and estimates provided by such routines- among existing programs

Front 21

Allison, Org, general prop

Back 21

-org action- routines for dealing with standard situations
limited flexibility and incremental change- organizational budgets change incrementally

Front 22

Allison, Orgo, Soviet Force Posture

Back 22

-determined by organizational factors- military servicies, research and design labs, budgetary constraints
-reflects the activity of a cluse of soviet R and D orgo than decision of leaders to acquire a first strike weapon system

Front 23

Allison, Bureacratic Politics

Back 23

government behavoir- outcomes of bargaining games
-no unitary actor, actors as players
-compromise, coaltition, competition and confusion among governmental officials who see different faces of an issue

Front 24

Allison, BP, org concepts

Back 24

-players in positions- actor is number of individual players. positions define what players may and must do. difference in personalities, predispostions of players key

-parochial priorities, perceptions, issues: in order to play the game, players must be sensitive to orientation
-Interest stakes, power- each player diff conception of national interest, spec program commitments, person stake, etc
-Problem and problems- problems for the player narrower than the strategic problem
-action channels- regularied ways of producing action concerning types of issues- structure the game
-