ABSTRACT
This chapter aims to develop an Advisory Systems Decision Framework to address how presidents influence the decision-making process. It addresses the issue by arguing that the way in which president and advisors resolve disagreements has implications for the outcome of the process. A wide range of individuals have access to the president and during any given interaction have the ability to present the president with advice that can have a significant influence on the president’s thinking. A new typology needs to be reformulated to serve as a better means to describe administrations and more importantly serve as a foundation for explaining foreign policy behavior. The Advisory System Framework also shares similarities with Patrick Haney’s study on presidential management of the decision-making process during crises. The deliberate effort by the Kennedy administration to change the advisory system indicates that presidents are cognizant of the systems they create and have an expectation of the type of outcomes the system might produce.
