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Published online by Cambridge University Press: 26 October 2009
It is not surprising that international crises have become a subject of intensive study in the nuclear age. The example of Sarajevo stands as an awesome warning of the repercussions which can flow from an apparently minor incident. The Cuban missile crisis seemed for a time to suggest guidelines by which crises could be successfully 'managed', but the dangers of generalizing from an optimistic reading of that unique case have come to be widely appreciated.
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2. Brecher, Michael, Wilkenfeld, Jonathan and Moser, Sheila, Crises in the Twentieth Century, Vol. I: Handbook of International Crises; Vol. II: Handbook of Foreign Policy Crises (publication announcement by Pergamon Press, 1987)Google Scholar.
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4. Holsti and George, loc. cit., p. 283.
5. Ibid., pp. 277–84.
6. Ibid., pp. 295–301. For an earlier discussion along similar lines, see Hermann, Charles F. and Brady, Linda P., ‘Alternative Models of International Crisis Behavior’, in Hermann, Charles F. (ed.), International Crises: Insights from Behavioral Research (New York, 1972), pp. 286–291.Google Scholar
7. For the effects of the psychology of small groups on decision-making, see Holsti and George, loc. cit., pp. 285–93.
8. See, for example, Richardson, J. L., ‘Crisis Management: A Critical Appraisal’, in Winham, Gilbert (ed.), New Issues in International Crisis Management (Boulder, Col., 1988), pp. 13–36Google Scholar; Cohen, Eliot A., ‘Why We Should Stop Studying the Cuban Missile Crisis’, The National Interest, 2 (1986), pp. 3–13.Google Scholar
9. Lebow op. cit., pp. 57–228, 268–73.
10. Snyder and Diesing, op. cit., pp. 488–9, 497–503.
11. Ibid., p. xii.
12. Brecher, Michael and Wilkenfeld, Jonathan, ‘Crisis in World Polities’, World Politics, 34 (1982), p. 382.CrossRefGoogle Scholar
