ABSTRACT
This book on crisis behavior and crisis management has several purposes: to review the major approaches of other analysts; to outline a conceptual framework; to discuss the US organizational processes in handling crises; to inventory the US command and control communications available to decision makers; and to develop two case studies. This chapter shows how to apply the conceptual framework to the analysis of the two cases and within the limitations of our data to draw what conclusions seem appropriate. The conclusions fall into three categories: those primarily having to do with crisis research (Conclusions 1 and 2); those focused on the crisis decision-making process (Conclusions 3 through 12); and those in the section at the end, which attempt to evaluate the overall decision-making process and the two crisis decisions. A few criteria have emerged that appear useful in evaluating the quality of crisis decisions per se as distinct from the process through which they were reached.
