Inside the Situation Room : The Theory and Practice of Crisis Decision-Making

In Inside the Situation Room, former Secretary of State Hillary Rodham Clinton and Dr. Keren Yarhi-Milo bring together leading scholars and experienced foreign policy practitioners to discuss how decisions with geopolitical consequences are actually made. Together, their research and experience shed a new light on what really matters in times of crisis, from psychology and emotion to trust and diplomacy to public opinion and the evolving role of technology. This book will serve as the first step toward a new standard engagement: more active, iterative collaboration among two communities--scholars and practitioners--who have a great deal to contribute and learn from one another.

Combining decades of diplomacy and world-renowned scholarship, Inside the Situation Room bridges the gap between politics and academia to illuminate how world leaders make decisions in times of crisis. For decades, people have sought to understand how and why decisions are made in times of crisis, but very few get the opportunity to witness leaders'' decision-making process. The result has been a persistent disconnect between the theory and the practice of decision-making. Now, a former US Secretary of State has joined forces with a world-renowned scholar to bridge that gap, first in their ground-breaking class at Columbia University''s School of International and Public Affairs, and now in the pages of this book. In Inside the Situation Room, Secretary Hillary Rodham Clinton and Dr. Keren Yarhi-Milo bring together insights from more than a dozen leading policymakers and scholars so readers can experience a masterclass in global policy and crisis decision-making. The book includes everything from the psychology and mechanics of threat assessment; the role of advisors; the effects of group think and trust; real-life stories of diplomatic efforts and covert operations; and the impact of public opinion. Inside the Situation Room offers an insider look at how decisions are actually made, what theoretical insights might be useful to current and future generations of leaders, and where research still needs to be done. This book will serve as the first step toward a new standard engagement: more active, iterative collaboration among two communities--scholars and practitioners--who have a great deal to contribute and learn from one another.