HIGH‐LEVEL DECISIONS: A LESSON FROM THE IRAN HOSTAGE RESCUE OPERATION

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Abstract
We use the analytic hierarchy process to analyze the role of subjective factors in decision making as illustrated in the Iran rescue operation. Essentially, we show that a decision maker and that decision maker's advisors may differ in their estimates on whether an action should or should not be taken depending on what intangible factors the leader holds as personally important, factors that the others would not necessarily include in their thinking‐a serious point for which we provide a particularly effective methodology.

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