High Vs Low Politics
High Vs Low Politics
High Vs Low Politics
Definition:
This definition shows that foreign policy is seen as something that can be
understood and studied across different times and places. It's seen as separate from
other types of policies and plays a unique role in how different groups interact with
each other.
b.Second Perspective:
Foreign policy isn't just a bridge between separate realms but something that both
divided and joined the inside and the outside, the state and the interstate system”
(Campbell 1998, 60).
In this understanding, foreign policy emerged sometime during the seventeenth century.
It was the producer, and the product, of the modern state and state system.
Key areas of foreign policy were essentially determined by the structure of the
international system.
The study of Foreign Policy Analysis (FPA) is often seen as the primary source for
theories about how countries behave in their foreign affairs.viewing states as a group
and aims to understand their behavior by analyzing decision-making processes.
Critics argue that the traditional state-centric approach of FPA is outdated due to the
emergence of new actors and economic forces and other systemic factors in
international relations.The recognition of non-state actors and limitations of state-centric
theories have posed challenges for FPA since the late 1970s.
In "Essence of Decision," Allison offers three models for the Cuban Missile Crisis:
Soviet decision to deploy IRBMs in Cuba
American decision to respond with a blockade Soviet
decision to withdraw the IRBMs i.Rational Actor
Model:
Definition:RAM assumes foreign-policy decisions as rational responses by a single
unitary state actor, maximizing gains and minimizing losses based on a given set of
values.
Kind of analysis favored by traditional accounts of national interests.
Rationality in Ends/Means Terms: Rationality is seen in ends/means
terms; that is to say, it is assumed that states choose the course of
action that maximizes their gains/minimizes their losses in the context of
a given set of values.
Process of Analysis: Rational reconstruction involves simulating the decision-making
process from the perspective of the decision-maker. This entails understanding the
goals pursued by the state and the reasoning leading to specific actions. Example
Application: Understanding the Soviet Union's decision to deploy missiles involves
identifying their goals and the rationale behind their deployment strategy, which may not
always align with explicit statements but can be inferred through actions taken.
Challenges
Incomplete Rationality: RAM assumes fully rational decision-making, which requires a
complete set of values, knowledge of all available options, and algorithms predicting
outcomes. However, these conditions are practically unattainable, both for
decisionmakers and analysts.
Decision-makers lack perfect information, akin to having a fully specified decision
tree in a game of chess. Instead, decisions are often made based on heuristics, rules of
thumb, and intuition, especially when faced with unknown situations or time constraints.
Decision-making, like playing chess, uses rules and exploration, but understanding
these processes is hard because people think in complex ways and have limited time.
Intuition, especially under time pressure, influences decision-making, challenging the
assumption that states always foresee consequences solely through rational processes.
Time Pressure: The RAM may overlook the impact of time pressure on decision-making,
as even experienced decision-makers can make mistakes under such conditions.
ii.Organizational Process Model:
Organizational Process Model assumes that decisions are made by multiple
organizations each of whom have characteristic ways of doing things. organizational
routines and standard operating procedures – and have autonomy as resistant to
being organized by any kind of central intelligence.
When confronted with a problem, organizations like the KGB or the American Navy rely
on institutional memory, drawing from past experiences to address similar challenges,
rather than starting from scratch.Thus fits in with the lack of perfect information of the
rational actor model.
Organizational Behavior
Past experience and routines
When assigned to construct a missile base in Cuba, the Soviet Rocket Forces (SRF)
employ the familiar layout used in the Soviet Union, relying on past experience. They do
not consider that this layout may be easily identifiable to US air reconnaissance.
Autonomy of Organizations: The KGB's secretive transportation of missiles contrasts
with the more conspicuous methods of the SRF, highlighting organizational autonomy. If
the overall Soviet leadership were aware, they might have disapproved, underscoring
decentralized decision-making. III.Bureaucratics Politics Model:
Bureaucratic Politics Model reconstructs rational decision making from another
direction, highlights how external political factors can shape decision-making.
Promote courses of action that meet their interests.
Bureaucracies prioritize actions that align with their organizational interests and
budgetary enhancements.
One aspect of this is the way in which bureaucracies see the world from the perspective
of their own organization. As the slogan has it,
‘Where you sit determines where you stand. Organizational will promote courses of
action that are to enhance their budgetary.
Examples In the United States, the State Department usually favours negotiation, the
UN Representative favors action by the
UN, the US Navy favors action by the US Navy and so on.
Political leader have to protect and defend their position
During the Cuban Missile Crisis President Kennedy knew that his actions could have
posed severe political problems to his chances of re-election, and, more immediately,
the Democratic Party’s prospects in the mid-term Congressional elections in November
1962 – although, interestingly, research now suggests that this was not a determining
factor in his actions but security, diplomacy.
(Lebow and Stein 1994: 95).
Contrasting assumptions: While the Rational Actor Model assumes foreign-policy
decisions are based solely on foreign-policy considerations, the Bureaucratic Politics
Model suggests decisions are often influenced by internal political dynamics and
organizational interests.
Challenges:
Allison's models in "Essence of Decision" remain relevant but lack insights into
decisionmakers' perceptions and cognitive biases, which can lead to errors. Janis'
"Victims of Groupthink" illustrates that simply gathering more opinions doesn't always
prevent flawed group decisions.
Allison's models face criticism for their focus on crisis decision-making, as crisis
situations may lead to distinct behavioral patterns compared to normal decision-making
contexts. Additionally, these models may be less applicable in countries with less
bureaucratic structures. Despite these limitations, Allison's models continue to be used,
although they may need updating given their age.
Three images proposed by Kenneth Waltz can act as determinant to foreign policy.
1. Individual Level: Decision-makers' personal traits and cognitive biases
influence their interpretation of international events and foreign policy decisions.
The following systemic factors can be better explained from system perspective than
from state perspective
1.Power structure
Balance of power/ power distribution
i.Bipolarity/Multipolarity +US hegemony
2.International Law:
3.International institutions and norms
4.Allinaces
5. Globalization
6. Security threats
7.Economic interdependence
2.Geography
a.Population
b.Resources, Human resources
c.Relative power
d.strategic importance/ geopolitical locations
3.Economic Factors
4.Social factors
5.Poitical factors Regime type– Authoritarian or Liberal democratic
C.Other Factors
1.Psychologica Factors
a.Leadership personality traits, beliefs,
Perceptions and thought processes. b.Group think:
2.Cognitive Factors:
a.Cognitive biases
b.Information processing
c.Rational calculations of costs, benefits and outcomes.