Cover -- Half title -- Title -- Copyright -- Dedication -- Contents -- List of Tables and Figures -- Acknowledgments -- Part I: Groupthink and the Quality of the Foreign-Policy Decision-Making Process -- 1: Introduction -- 2: The Group and the Individual in Foreign-Policy Decision Making -- 3: The Decision-Making Model: The Interplay of Group Processes and Psychological Characteristics -- Part II: Case Studies in American Foreign-Policy Decision Making -- 4: Case Studies in Low-Quality Decision Making -- The Carter Administration and the Shah -- Reagan Funding the Contras, 1981 -- Reagan's Strategic Defense Initiative -- George W. Bush and the 2002 Steel Tariffs -- 5: Case Studies in High-Quality Decision Making -- The Carter Administration and the Ogaden Crisis -- The Reagan Administration and Easing Ferdinand Marcos out of Power -- The Clinton Administration and South Asia: Nuclear Capabilities and Another War Over Kashmir -- Part III: Statistical Analyses -- 6: The Effect of Groupthink Versus High-Quality Decision Making on Outcomes -- 7: Individual-Level Factors Affecting the Quality of Decision Making -- Part IV: Conclusions -- 8: The 2003 War in Iraq: How Flawed Decision Making Led to Critical Failures -- 9: Groupthink Versus High-Quality Decision Making: Lessons and Prescriptions -- Appendix A: Cases Included in the Analysis -- Appendix B: Operational Definitions of Situational-Context Variables -- Appendix C: Operational Definitions of Group-Structural Variables -- Appendix D: Operational Definitions of Decision-Processing Variables -- Notes -- References -- Index.