Intergroup relations and contact between groups has historically been considered a mechanism to promote support for LGBT (lesbian, gay, bisexual, and transgender) rights. However, LGBT identities are often concealable, and stigma discourages members of the LGBT community from disclosing that they are LGBT, which may prevent contact. Some subsets of the LGBT population make up a small percentage of the overall population, which may also decrease the quantity of contact. As such, the process of coming out to friends, relatives, and coworkers has been a common strategy of the modern LGBT movement. The strategy could be effective because the intergroup contact literature has found support for intergroup contact decreasing prejudice in meta-analyses. At the same time, researchers have challenged the assertion that intergroup contact promotes social change because intergroup contact is sometimes negative, or may be impractical or avoided, positive attitudes can coincide with acceptance of inequality, and intergroup contact may have unintended negative side effects.
Research has generally found support for the notion that intergroup relations are more positive when there is greater contact. For LGBT people greater contact has been associated with decreasing anti-LGBT prejudice and increasing support for LGBT rights. However, similar to other domains of contact, the influence of LGBT contact is contextually sensitive, and a combination of psychological and structural barriers can decrease or prevent the positive effects of intergroup contact. There are strategies which may overcome these limitations, through policies (e.g., protection against discrimination), promoting types of contact that promote social change as opposed to merely positive attitudes, secondary transfer of contact effects, imagined contact, indirect forms of contact, and positive media representations of LGBT people. Gaps in the literature include a relative lack of research on contact with members of the LGBT community other than gays and lesbians (particularly non-cisgender people), intergroup contact between members of different subsets of the LGBT community, and a need for experimental and/or intervention-based research.
Article
Coming Out, Intergroup Relations, and Attitudes Toward LGBT Rights
Mark R. Hoffarth and Gordon Hodson
Article
Counterfactuals and Foreign Policy Analysis
Richard Ned Lebow
Counterfactuals seek to alter some feature or event of the pass and by means of a chain of causal logic show how the present might, or would, be different. Counterfactual inquiry—or control of counterfactual situations—is essential to any causal claim. More importantly, counterfactual thought experiments are essential, to the construction of analytical frameworks. Policymakers routinely use then by to identify problems, work their way through problems, and select responses. Good foreign-policy analysis must accordingly engage and employ counterfactuals.
There are two generic types of counterfactuals: minimal-rewrite counterfactuals and miracle counterfactuals. They have relevance when formulating propositions and probing contingency and causation. There is also a set of protocols for using both kinds of counterfactuals toward these ends, and it illustrates the uses and protocols with historical examples. Policymakers invoke counterfactuals frequently, especially with regard to foreign policy, to both choose policies and defend them to key constituencies. They use counterfactuals in a haphazard and unscientific manner, and it is important to learn more about how they think about and employ counterfactuals to understand foreign policy.
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Foreign Policy Learning
Guy Ziv
An improved understanding of foreign policy learning necessitates a clarification of what foreign policy learning is, who learns, and how such learning occurs. Cognitive and social psychologists, sociologists, and political scientists situated in a variety of subfields have contributed to the understanding of foreign policy learning, a multidisciplinary area of inquiry. Learning theorists seek to show how a change in an actor’s beliefs due to experience or observation can lead to changes at other units, such as organizations and within the government. This cognitive dimension is important because actors may pursue a new course of action for politically expedient reasons rather than having genuinely “learned”—a distinction referred to as “complex” vs. “simple” learning.
Foreign policy learning can be internal or external. The former type of learning entails what individuals, governments, or organizations learn from their prior experience. Learning theorists who focus on the individual level of analysis borrow insights from political psychology in an effort to shed light on the personal characteristics, the belief structures, and the cognitive psychological mechanisms of political actors that can better inform policymaking. Leaders whose cognitive structures are described as relatively open and complex—like Soviet leader Mikhail Gorbachev, whose learning brought about the dramatic changes that ultimately led to the demise of the Soviet Union—are more likely to alter their beliefs than their cognitively closed and simple counterparts.
Yet external learning occurs as well. Policy diffusion studies show that learning can result from demonstration effects. Foreign policy learning via diffusion is not instrumental, but instead occurs through osmosis. Privatization in the former communist states, China’s Foreign Direct Investment liberalization, and the diffusion of environmental norms in the European Union are examples of learning that is contagious, not chosen. A more conscious mode of learning than diffusion is policy transfer, which entails policymakers’ transferring ideas from one country and implementing them in another. Technological innovations, unlike lessons that involve political ideology, are generally easier lessons to transfer—for example, Japan’s success in applying lessons from the West to modernize its army in the second half of the 19th century.
The constraints to foreign policy learning are formidable. Decision makers are not always open to reconsidering views that challenge their beliefs. Leaders tend to resort to, and misuse, analogies that prevent learning. Even a change in a decision maker’s beliefs may not lead to foreign policy change, given the myriad political pressures, bureaucratic hurdles, and economic realities that often get in the way of implementing new ideas. Indeed, foreign policy learning and foreign policy change are not synonymous.
Scholars face significant obstacles in studying foreign policy learning. There is no consensus on the definition of learning, on what constitutes learning, on how actors learn, when they learn, or on how to assess whether learning has taken place. Despite attempts to make sense of the confusion, scholars face the daunting challenge of improving understanding of how learning is shaped and funneled through the interaction of agents and the structures in which they are situated, as well as the relationship between learning and foreign policy change.
