Titlebook: Decision-Making during International Crises; Jonathan M. Roberts Book 1988 Jonathan M. Roberts 1988 communication.crisis.crisis management

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書(shū)目名稱Decision-Making during International Crises影響因子(影響力)




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Jonathan M. Roberts 1988

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Overview: An examination of the problems which national leaders face when they are involved in international crises, including stress, fatigue and communication difficulties. The majority of crises covered are post-1945, with others chosen to illustrate a particular constraint, such as July 1914.978-1-349-19482-7

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Robustness of Delayed Multistable Systemsing in a technical, operational, and agreed-upon meaning because the word is so ubiquitous. A precise, ‘a(chǎn)ll-encompasing’ definition is not evident; a salient question is whether that is possible or wise? One of the problems with attempting to find a generally accepted definition is the many divergin

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Irinel-Constantin Mor?rescu,Mirko Fiacchini decision-making approach is derived from human perception, whereas a systemic crisis is objectively derived. It is the decision-maker’s subjective view of the world that really counts, not objective reality. In fact there is no such thing as ‘reality’ as everyone interprets a given situation differ