Integrative Complexity and British Decisions during the Munich and Polish Crises
Bibliographic Data
| ID | 6285364 |
|---|---|
| Authors | Stephen G Walker (0000-0003-4989-8213), George L Watson (Arizona State University) |
| Year | 1994 |
| Volume | 38 |
| Issue | 1 |
| Pages | 3-23 |
| Publication date | 1994-03-01 |
| Peer Reviewed | Yes |
| Open Access | Yes |
| Type | ARTICLE |
| Venue | Journal of Conflict Resolution (JOURNAL) |
| Journal identifiers | ISSN: 0022-0027 • E-ISSN: 1552-8766 |
| Publisher | SAGE Publications Inc (PUBLISHER) |
| DOI | 10.1177/0022002794038001001 |
| OpenAlex | W2131732097 |
| Language | EN |
| Citations received | 10 |
| References cited | 27 |
This study addresses the impact of crisis management strategies, stress, and groupthink conditions on the integrative complexity of British decision makers in 10 decision-making episodes during two Anglo-German crises in 1938 and 1939. A systematic random sample of Prime Minister Neville Chamberlain's statements during British cabinet deliberations in the intragovernmental arena and British messages to Germany in the intergovernmental arena during the acute phase of each crisis was scored for integrative complexity. An ANOVA of integrative complexity for crisis, arena, and episode demonstrated a significant independent relationship between strategy and integrative complexity plus a significant interaction effect between strategy and arena on integrative complexity. There were also significant differences in Chamberlain's integrative complexity between early and later episodes of the Polish conflict in the intragovernmental arena; no significant differences occurred between episodes in either arena during the Munich conflict. These results support the hypotheses that associate low integrative complexity with the implementation of a competitive strategy in the intergovernmental arena and with high stress in the intragovernmental arena
Cabinet (room · German · Political science · Politics · Prime minister · Sociology · Conflict Management and Negotiation · History · Law · Psychology · Public Relations and Crisis Communication
The Cognitive Processing of Politics and Politicians
Integrative Complexity in Correspondence
What Makes a Prime Minister Great
Group-level integrative complexity
Integrative Complexity of South-north Korean Correspondences
Clarifying Decisions
Transforming International Agreements into National Realities
Individual Characteristics of Political Leaders and the Use of Analogy in Foreign Policy Decision Making
Staying Power
The Cognitive Structure of Decision Making And The Course of Arab-Israeli Relations, 1970-1978
Research in Organizational Behavior
Crisis Escalation War
New directions in the study of foreign policy
The Approach of War, 1938–1939
Conflict Among Nations
Foreign Policy Decision-Making. An Approach to the Study of International Politics
Groupthink and Integrative Complexity in British Foreign Policy-Making
Irving L. Janis' Victims of Groupthink
Indicators of Stress in Policymakers during Foreign Policy Crises
Changes in Integrative Complexity Prior to Surprise Attacks
Integrative Complexity Theory and Forecasting International Crises
Integrative Complexity of Communications in International Crises
When Will They Ever Learn
War, Peace, and Integrative Complexity
Political Rhetoric of Leaders under Stress in the Gulf Crisis
A Cognitive Analysis of Japan's 1941 Decision for War
Who Makes Foreign Policy Decisions and How
Evidence of Learning and Risk Orientation During International Crises
Integrative complexity of American and Soviet foreign policy rhetoric
Identifying victims of groupthink from public statements of decision makers
Development of integrative solutions in bilateral negotiation
Ecological Correlations and the Behavior of Individuals
Measuring Affect and Action in Inter National Reaction Models
The 1914 Case
The Case for Multiple Advocacy in Making Foreign Policy
| Unique citing works | 10 |
|---|---|
| Citations per year | 0,32 |
| Citation span | 1995 - 2025 (31) |
| Citation velocity | recent |
| Highly cited | No |
| Citation types | Neutral: 10 |