THE ROLE OF DECISION MAKING IN INTERNATIONAL RELATIONS

 

What is Decision Making?

Decision-making implies a conscious choice of one form of behavior alternative. Decisions are implied in policy making and in the implementation of policy strategies. Decision-making determines a course of action that has important consequences.

While the most important decisions are referred to leaderships at the top, various cadres of decision-makers are needed in all institutional structures. In IR, decisions are made concerning foreign policies which formulate directions for socio-economic activities and defense needs of individual states.





Types of IR Decisions

 

Programmatic decisions: these are taken after careful deliberation of stated goals and consideration of

alternatives.

Crisis decisions: these are decisions taken in times of grave threat for which there has been no preplanning,

with the little luxury of time crisis decisions can require ad hoc responses.

Tactical decisions: these decisions are derived from programmatic decisions. Tactical decisions are subject to

revision, revaluation, and reversal depending on outcomes.

 

Prominent Approaches to Decision Making

 

Decisions taken in IR can be located within methodological and historical frameworks. A traditional or historical approach to decision-making is essentially descriptive. It focuses on the external behavior of states

based on its particular historical, social, and geographic imperatives.

The traditional approach assumes that decisions are made by designated decision-makers and that the decision-making process itself influences decision-making alternatives.

The scientific approach seeks to identify coherent variables which affect the decision-making process. The scientific approach has identified five crucial variables in this regard:

 

i) Idiosyncratic variables: focus on individual personality characteristics of decision makers (greatest

importance in crisis decisions where little planning and advice can be accommodated).

ii) Role variables: focus on defined expectations of decision makers and opinion makers (diplomats,

politicians, and media) who influence their output. Roles are most important in programmatic

decisions.

iii) Bureaucratic variables: focus on processes and structures of government institutions and how they

influence foreign policy.

iv) National variables: geographic location, size, natural resources, and population characteristics of

individual nations also influence decisions. For example, a strategically located nation must be

assertive itself or ensure the protection of a bigger power; an insular state tends to avoid alliances; and

populist states tend to be expansionist.

v) Systematic variables: external variables like the prevailing world order, international regulatory

frameworks, power balances are also considered vital in terms of foreign policy.

 

Decision Making Processes

 

Astute decision making requires:

�Identification of shortfalls

�Clarification of feasible objectives

�Obtaining relevant facts and identification of alternative

�Obtaining feedback during implementation to make policy modifications

 

Decision-makers must avoid getting so preoccupied with the mechanics of policymaking that they ignore policy

content. Actual results emerging from a policy can differ from perceived objectives but it is difficult to take

all variables into account while formulating a policy decision

 

Decision-Making Theories

 

Organizational Process Model: views the state as an organization obtaining input from different units to

reach a decision.

Following this model can result in a bounded rather than a comprehensive viewpoint due to the splitting up

and compartmentalization of problems.

Rational Actor Model: considers states as monolithic entities whose leaders try to maximize national

interests as a whole (Kissinger amongst others has favored this model of how states should make decisions).

Group Politics Model uses a bureaucratic framework in which different departments/agencies pursue

their own vested interests as well as collective national interests.

Personality Process Model: in addition to information and processes, the personality model focuses on

cognitive and emotional factors in reaching decisions.

 

Difficulties in Decision Making

� Cognitive nearsightedness and the urge to make decisions to satisfy immediate needs must be

overcome for more sustainable outcomes.

� Oversimplification can lead to dealing with symptoms instead of problems resulting in immature

and inadequate decisions.

� Myopic perspectives without consultation and accommodation of different views lead to narrow-minded policies.

� Preconceived notions or distortion of facts can be used to justify favored decisions.

� Prioritization is necessary given the numerous problems contending for a decision-maker's

attention.

� Making the right choice after thorough consideration of all relevant facts and alternatives is not easy.

� Avoiding biases is also difficult given that vested and divergent interests are often prevalent

amongst decision-making units.

�  Showing flexibility in view of divergent policy options and perceptions is needed to devise a sound

policy that will be implemented by all instead of being opposed to the point of causing

ineffectiveness.

� Comparative analysis of decisions made in similar circumstances and candid and competent

institutional support is vital for decision-making in an increasingly complicated international

environment.