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The Integrative Complexity of American Decision Makers in The Cuban Missile Crisis

Bibliographic Data

ID6283425
AuthorsKaren Guttieri, Michael D Wallace, Peter Suedfeld (0000-0003-2563-036X, University of British Columbia)
Year1995
Volume39
Issue4
Pages595-621
Publication date1995-12-01
Peer ReviewedYes
Open AccessYes
TypeARTICLE
VenueJournal of Conflict Resolution (JOURNAL)
Journal identifiersISSN: 0022-0027 • E-ISSN: 1552-8766
PublisherSAGE Publications Inc (PUBLISHER)
DOI10.1177/0022002795039004001
OpenAlexW2141467485
LanguageEN
Citations received19
References cited59

The focus of this study is the integrative complexity of information processing of Kennedy administration officials before, during, and after the Cuban missile crisis (CMC). Three elements of the CMC decision-making environment have been commonly noted: a high level of stress, ideological disputes among the decision makers, and the need to present a policy outcome palatable to the American public. Overall, American leaders maintained moderate levels of integrative complexity through even the most dangerous moments of the crisis but showed a pattern compatible with the cognitive manager and disruptive stress models of complexity change in response to environmental challenge. There was no significant difference in the complexity of remarks of the so-called hawks and doves among the Kennedy team, calling into question either the veracity of the alleged rift or the manifestations of value conflict in complexity data. Leadership statements made in camera were significantly more complex than public presentations

Cognition · Cognitive complexity · Geography · Ideology · Missile · Political science · Politics · Public relations · Value (mathematics · Complex Systems and Decision Making · Computer Science · Law · Management and Organizational Studies · Psychology · Social Psychology

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Unique citing works19
Citations per year0,68
Citation span1998 - 2021 (24)
Citation velocityhistorical
Highly citedNo
Citation typesNeutral: 19

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