Roosevelt and the Munich Crisis : : A Study of Political Decision-Making / / Barbara Reardon Farnham.

• Superior document: Title is part of eBook package: De Gruyter Princeton University Press eBook-Package Archive 1927-1999
• VerfasserIn: Farnham, Barbara Reardon,
• Place / Publishing House: Princeton, NJ : : Princeton University Press, , [2022]; ©1997
• Year of Publication: 2022
• Language: English
• Series: Princeton Studies in International History and Politics ; 190
• Physical Description: 1 online resource (328 p.)

Franklin Roosevelt's intentions during the three years between Munich and Pearl Harbor have been a source of controversy among historians for decades. Barbara Farnham offers both a theory of how the domestic political context affects foreign policy decisions in general and a fresh interpretation of FDR's post-Munich policies based on the insights that the theory provides. Between 1936 and 1938, Roosevelt searched for ways to influence the deteriorating international situation. When Hitler's behavior during the Munich crisis showed him to be incorrigibly aggressive, FDR settled on aiding the democracies, a course to which he adhered until America's entry into the war. This policy attracted him because it allowed him to deal with a serious problem: the conflict between the need to stop Hitler and the domestic imperative to avoid any risk of American involvement in a war. Because existing theoretical approaches to value conflict ignore the influence of political factors on decision-making, they offer little help in explaining Roosevelt's behavior. As an alternative, this book develops a political approach to decision-making which focuses on the impact that awareness of the imperatives of the political context can have on decision-making processes and, through them, policy outcomes. It suggests that in the face of a clash of central values decision-makers who are aware of the demands of the political context are likely to be reluctant to make trade-offs, seeking instead a solution that gives some measure of satisfaction to all the values implicated in the decision.

Table of Contents

Frontmatter -- Contents -- Preface -- Abbreviations Used in the Footnotes -- Chapter I Roosevelt, the Munich Crisis, and Political Decision-Making -- Part One THEORY -- Chapter II The Political Approach to Decision-Making -- PART TWO: ROOSEVELT AND THE MUNICH CRISIS -- Chapter III The "Watershed" between Two Wars: 1936-1938 -- Chapter IV The Munich Crisis -- Chapter V Assessing the Munich Crisis -- Chapter VI Dealing with the Consequences of Munich -- Chapter VII Implications for History and Theory -- Appendix A Traditional Approaches to Decision-Making -- Appendix B Analyzing the Calculus of Political Feasibility: The Nature of the Acceptability Constraint -- Appendix C The Traditional Political Strategies -- Bibliography -- Index