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Advisory Groups and Crisis  

Thomas Preston

Advisory groups and their dynamics play a critical role in crisis management. If they function well and complement the leadership styles of political leaders, advisory groups can provide broad information search, diverse advice and perspectives, and reinforce a leader’s own strengths. They can surround an inexperienced leader with advisors possessing policy expertise or experience in an issue area. On the other hand, advisory groups can also easily fall into more dysfunctional patterns where they do not compensate for a leader’s weaknesses, fail to provide varied perspectives or alternative views, and engage in limited information gathering. Advisory groups can help seal an administration into an “alternative reality bubble” during crises, resulting in policy decisions being made based upon faulty perceptions instead of realities. How should we seek to understand advisory groups and crises? The first cut should involve the consumer of the advisory group’s inputs themselves, the leader. Advisory groups almost always serve at the pleasure of the leader, not themselves, and therefore the leaders will play a major role in determining their influence, how the groups will function, and their importance during crisis decision making. Important variables such as leadership style, sensitivity to context and need for information on the part of leaders, how much control they require over the policy process, and how their prior experience or expertise leads them to rely more or less upon advisors must be examined. The second focus should be upon the advisory groups themselves, their internal dynamics and reactions to stress, how decision rules and policy formulation occurs, and how group pathologies can undermine their crisis performance. Variables such as group malfunctions resulting from stress and the needs for cohesion during crisis (like groupthink) or the splintering of group consensus to warring factions that undercut cohesion (like polythink) must be considered. The stage of development an advisory group is in (i.e., newgroup versus established), the stage of the policymaking process involved (i.e., deliberative versus implemental), how sequential decision-making processes function, the composition of the group members (i.e., experts versus novices), the type of crisis the group faces, and the bureau-political dynamics involved all impact crisis management.

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McCarthyism and the Second Red Scare  

Landon R. Y. Storrs

The second Red Scare refers to the fear of communism that permeated American politics, culture, and society from the late 1940s through the 1950s, during the opening phases of the Cold War with the Soviet Union. This episode of political repression lasted longer and was more pervasive than the Red Scare that followed the Bolshevik Revolution and World War I. Popularly known as “McCarthyism” after Senator Joseph McCarthy (R-Wisconsin), who made himself famous in 1950 by claiming that large numbers of Communists had infiltrated the U.S. State Department, the second Red Scare predated and outlasted McCarthy, and its machinery far exceeded the reach of a single maverick politician. Nonetheless, “McCarthyism” became the label for the tactic of undermining political opponents by making unsubstantiated attacks on their loyalty to the United States. The initial infrastructure for waging war on domestic communism was built during the first Red Scare, with the creation of an antiradicalism division within the Federal Bureau of Investigation (FBI) and the emergence of a network of private “patriotic” organizations. With capitalism’s crisis during the Great Depression, the Communist Party grew in numbers and influence, and President Franklin D. Roosevelt’s New Deal program expanded the federal government’s role in providing economic security. The anticommunist network expanded as well, most notably with the 1938 formation of the Special House Committee to Investigate Un-American Activities, which in 1945 became the permanent House Un-American Activities Committee (HUAC). Other key congressional investigation committees were the Senate Internal Security Subcommittee and McCarthy’s Permanent Subcommittee on Investigations. Members of these committees and their staff cooperated with the FBI to identify and pursue alleged subversives. The federal employee loyalty program, formalized in 1947 by President Harry Truman in response to right-wing allegations that his administration harbored Communist spies, soon was imitated by local and state governments as well as private employers. As the Soviets’ development of nuclear capability, a series of espionage cases, and the Korean War enhanced the credibility of anticommunists, the Red Scare metastasized from the arena of government employment into labor unions, higher education, the professions, the media, and party politics at all levels. The second Red Scare did not involve pogroms or gulags, but the fear of unemployment was a powerful tool for stifling criticism of the status quo, whether in economic policy or social relations. Ostensibly seeking to protect democracy by eliminating communism from American life, anticommunist crusaders ironically undermined democracy by suppressing the expression of dissent. Debates over the second Red Scare remain lively because they resonate with ongoing struggles to reconcile Americans’ desires for security and liberty.