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- Drawing on emotional, evolutionary and social psychology, Payne explores the strategic behaviour of key political and military actors in the Vietnam War.
This volume examines the explanatory nesting approach in the analysis of international relations and its continuing relevance in the 21st century. International relations theory urgently needs strategies for coping with the growing complexity of the international system following the collapse of the US-Soviet bipolar stalemate, the multiple challenges to US unipolar hegemony, and the rise of powerful non-Western actors. Over the course of this book, leading scholars of international relations and diplomatic history return to an approach to explanation pioneered in the writings of the late Robert Jervis. The approach calls for nesting multiple layers of explanation--systemic, strategic, and perceptual--in an integrated causal account that is simultaneously parsimonious and nuanced. Highlighting the logic of strategic interactions under uncertainty, it also integrates the effects of psychological biases and the unintended consequences of acting in complex systems to provide explanations that are at once theoretically rigorous and rich in empirical detail. Analyzing the current state of Realist theory, signaling under conditions of uncertainty and anarchy, the role of nuclear weapons in international politics, the role of cognition and emotions in economic and foreign policy decision making, and questions of responsibility in international affairs, the authors provide a compelling guide for the future of international relations theory. This book will be of much interest to students of international relations, foreign policy, and security studies.
Humans have always made decisions about war, but now machines are close to changing things - with implications for international affairs. Payne explores the origins of human strategy, and makes the argument that Artificial Intelligence will radically transform the nature of war by changing the psychological basis of decision-making about violence.
How do strategists decide what they wish to achieve through war, and how they might accomplish it? And why does their understanding of violence regularly turn out to be wrong? In seeking answers to these questions Kenneth Payne draws on the study of psychology to examine strategic behaviour during the Vietnam War. He explores the ways in which cognitive biases distort our sense of our own agency and our decision-making, arguing that much of the latter is emotional, shaped by unconscious processing and driven by a prickly concern for social esteem. The Nixon and Johnson administrations both proved susceptible to the processes that are familiar to students of modern neuroscience and psychology, but perhaps less appreciated within strategic studies. US strategists in the Vietnam era miscalculated in ways that would surprise rational theorists, but not evolutionary psychologists: they exaggerated the stakes, embraced risky and overly optimistic solutions, and failed to appreciate the limits of force to shatter the enemy's resolve. Their concern for reputation led to escalation, based on a flawed conception of what such escalation could achieve. The Vietnam conflict provides an excellent illustration that war is an inherently psychological phenomenon. This challenges abstract notions of rationality in strategic affairs, suggesting that the strategists -- much like the rest of us -- are strangers to themselves.
Double and triple your sales--in any market. The purpose of this book is to give you a series of ideas, methods, strategies, and techniques that you can use immediately to make more sales, faster and easier than ever before. It's a promise of prosperity that sales guru Brian Tracy has seen fulfilled again and again. More sales people have become millionaires as a result of listening to and applying his ideas than from any other sales training process ever developed.
Beat the odds with a bold strategy from McKinsey & Company "Every once in a while, a genuinely fresh approach to business strategy appears" —legendary business professor Richard Rumelt, UCLA McKinsey & Company's newest, most definitive, and most irreverent book on strategy—which thousands of executives are already using—is a must-read for all C-suite executives looking to create winning corporate strategies. Strategy Beyond the Hockey Stick is spearheading an empirical revolution in the field of strategy. Based on an extensive analysis of the key factors that drove the long-term performance of thousands of global companies, the book offers a ground-breaking formula that enables you to objectively assess your strategy's real odds of future success. "This book is fundamental. The principles laid out here, with compelling data, are a great way around the social pitfalls in strategy development." —Frans Van Houten, CEO, Royal Philips N.V. The authors have discovered that over a 10-year period, just 1 in 12 companies manage to jump from the middle tier of corporate performance—where 60% of companies reside, making very little economic profit—to the top quintile where 90% of global economic profit is made. This movement does not happen by magic—it depends on your company's current position, the trends it faces, and the big moves you make to give it the strongest chance of vaulting over the competition. This is not another strategy framework. Rather, Strategy Beyond the Hockey Stick shows, through empirical analysis and the experiences of dozens of companies that have successfully made multiple big moves, that to dramatically improve performance, you have to overcome incrementalism and corporate inertia. "A different kind of book—I couldn't put it down. Inspiring new insights on the facts of what it takes to move a company's performance, combined with practical advice on how to deal with real-life dynamics in management teams." —Jane Fraser, CEO, Citigroup Latin America
Even the best trading system can prove disastrous if the trader doesn't have the ability to stick to their strategy. Featuring real-life case studies, The Psychology of Trading presents a step-by-step, goal-oriented approach to trading that emphasizes ways to keep emotions in check, overcome self-doubt, and focus clearly on a winning strategy.
Originally published in 1987, this title is concerned with the association between stress and control, and the implications for strategic response. It aims both to provide an up-to-date, comprehensive account of research in the area of stress for the advanced student and to develop a new synthesis of ideas leading to a cognitive model of stress and illness. The book reflects the idea that responses to stressful conditions are likely to be strategic, designed in order to achieve control in different ways. Concepts such as responsibility, instrumentality and predictability are discussed in an attempt to make the relationship between stress and control explicit. Different forms of the exercise of control are identified as features of strategy. A cognitive model of illness is developed, which assumes that the characteristics of strategies specified in terms of modes of control determine the features of ‘arousal pathology’ via hormone routes and thus influence the risk of illness. This differs from existing models at the time, which emphasise environmental properties such as incongruence, status inconsistency or ‘rule breakdown’ as determinants. A ‘constrained resource’ approach is emphasised, in which cognitive style and particular experiences exercise constraint on the range of strategies available in cognition. Hence these factors influence the risk of different kinds of ill health when life stresses are encountered. The book provides details of evidence and theory as well as new ideas and models. It will still be of interest to students of psychology, social science and medicine, who are concerned with stress and its relationship with human and health efficiency.
Good Strategy/Bad Strategy clarifies the muddled thinking underlying too many strategies and provides a clear way to create and implement a powerful action-oriented strategy for the real world. Developing and implementing a strategy is the central task of a leader. A good strategy is a specific and coherent response to—and approach for—overcoming the obstacles to progress. A good strategy works by harnessing and applying power where it will have the greatest effect. Yet, Rumelt shows that there has been a growing and unfortunate tendency to equate Mom-and-apple-pie values, fluffy packages of buzzwords, motivational slogans, and financial goals with “strategy.” In Good Strategy/Bad Strategy, he debunks these elements of “bad strategy” and awakens an understanding of the power of a “good strategy.” He introduces nine sources of power—ranging from using leverage to effectively focusing on growth—that are eye-opening yet pragmatic tools that can easily be put to work on Monday morning, and uses fascinating examples from business, nonprofit, and military affairs to bring its original and pragmatic ideas to life. The detailed examples range from Apple to General Motors, from the two Iraq wars to Afghanistan, from a small local market to Wal-Mart, from Nvidia to Silicon Graphics, from the Getty Trust to the Los Angeles Unified School District, from Cisco Systems to Paccar, and from Global Crossing to the 2007–08 financial crisis. Reflecting an astonishing grasp and integration of economics, finance, technology, history, and the brilliance and foibles of the human character, Good Strategy/Bad Strategy stems from Rumelt’s decades of digging beyond the superficial to address hard questions with honesty and integrity.