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A growing body of the scholarship within security studies looks at the influence that crisis has on decision making. Critical areas of focus provide insight into the political leader as a key decision maker, groups as decision-making bodies, and the impact of organizational culture and bureaucratic politics. With crises becoming more complex, the security of states can be impacted in a variety of ways. Under extreme stress, a leader can succumb to flawed decision making as a result of information-processing errors and cognitive biases which skew the way that information is assessed. These decisions can lead to policies and responses to security situations that may impact one or more political entities. When a looming threat is no longer imminent, attention turns inward and investigations into threat preparedness and decision-making processes are carried out. While the stress from the threat itself subsides, leaders can still feel the effects of extreme stress as inquiries into decision making can lead to questions of accountability and blame placement. A look at crisis decision making also requires a foundational understanding for how someone’s leadership style will impact the way that information is sought and how advisory member guidance will be utilized. As leaders surround themselves with supporting advisory groups, it is important to consider the overall impact that advisory groups play during times of crisis, as well as the functionality of advisory group decision making. Broadening this out to the organizational level, when assessing the impact that crisis has on decision making, it is essential to also consider how organizational dynamics and culture might come to be impacted by crises as well.


Alessandro Del Ponte, Reuben Kline, and John Ryan

Behavioral economics is an interdisciplinary field of inquiry that incorporates insights from psychology to enrich standard economic models that assume perfectly rational individuals. Empirical research in behavioral economics typically employs incentivized experiments that use economic games with real money on the line. In these experiments, subjects are awarded financial payoffs based on the decisions they make (either individually or as part of a group) in an institutional context designed by the researcher. Behavioral economics is well suited for political science because behavioral economics is interdisciplinary by nature and political science is not bound by any particular research paradigm. At the same time, the method is still novel to many political scientists despite many years of its use to study political topics in a variety of research areas. What unites the application of the method to these areas is the explicit consideration of conflict. For instance, scholars have uncovered social conflict between groups (e.g., voter polarization in the United States) using behavioral games as measures, or they have designed experiments around elections to test theories of candidate and voter behavior. Because of the clear financial incentives, economic experiments are especially useful for studying people’s actual preferences in areas such as redistribution as opposed to their stated preferences. Finally, the method can be used to design institutions that will help overcome conflict over scarce resources. In sum, the strengths of behavioral economics include: (a) the ability to vary institutional contexts; (b) clear incentives that ensure valid measures of preferences; (c) direct measures of behaviors instead of stated intentions which could be confounded by outside pressures such as social desirability.