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Deciding To Be Legal
A Maya Community in Houston
Jacqueline Hagan
Temple University Press, 1994

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Deciding to Decide
Agenda Setting in the United States Supreme Court
H.W. Perry Jr.
Harvard University Press, 1991

Of the nearly five thousand cases presented to the Supreme Court each year, less than 5 percent are granted review. How the Court sets its agenda, therefore, is perhaps as important as how it decides cases. H. W. Perry, Jr., takes the first hard look at the internal workings of the Supreme Court, illuminating its agenda-setting policies, procedures, and priorities as never before. He conveys a wealth of new information in clear prose and integrates insights he gathered in unprecedented interviews with five justices. For this unique study Perry also interviewed four U.S. solicitors general, several deputy solicitors general, seven judges on the D.C. Circuit Court of Appeals, and sixty-four former Supreme Court law clerks.

The clerks and justices spoke frankly with Perry, and his skillful analysis of their responses is the mainspring of this book. His engaging report demystifies the Court, bringing it vividly to life for general readers—as well as political scientists and a wide spectrum of readers throughout the legal profession. Perry not only provides previously unpublished information on how the Court operates but also gives us a new way of thinking about the institution. Among his contributions is a decision-making model that is more convincing and persuasive than the standard model for explaining judicial behavior.

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Deciding to Intervene
The Reagan Doctrine and American Foreign Policy
James M. Scott
Duke University Press, 1996
Whether to intervene in conflicts in the developing world is a major and ongoing policy issue for the United States. In Deciding to Intervene, James M. Scott examines the Reagan Doctrine, a policy that provided aid to anti-Communist insurgents—or “Freedom Fighters” as President Reagan liked to call them—in an attempt to reverse Soviet advances in Africa, Asia, the Middle East, and Central America. Conceived early in the Reagan presidency as a means to win the Cold War, this policy was later singled out by Reagan and several of his advisors as one of the administration’s most significant efforts in the the Cold War’s final phase.
Using a comparative case study method, Scott examines the historical, intellectual, and ideological origins of the Reagan Doctrine as it was applied to Afghanistan, Angola, Cambodia, Nicaragua, Mozambique, and Ethiopia. Scott draws on many previously unavailable government documents and a wide range of primary material to show both how this policy in particular, and American foreign policy in general, emerges from the complex, shifting interactions between the White House, Congress, bureaucratic agencies, and groups and individuals from the private sector.
In evaluating the origins and consequences of the Reagan Doctrine, Deciding to Intervene synthesizes the lessons that can be learned from the Reagan administration’s policy and places them within the broad perspective of foreign policy-making today. Scott’s measured treatment of this sensitive and important topic will be welcomed by scholars in policy studies, international affairs, political science, and history, as well as by any reader with an interest in the formation of American foreign policy.
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