Summary of
Vika Analica
Decision Models and Japanese Foreign Policy Decision Making
2014010!04
Michael Minor
Japan"s Poli#ical $o%ernme
Based on Michael Minor article about “Decision Models and Japanese Foreign Policy Decision Decision Making”, there are three case studies are examined examined in decision decision models. he !irst is routine that decisions reached as "llison and #alperin $hich usually describe in bureaucratic politics. %econd is Political that decisions $hich ha&e the !la&or o! interest group politics. he last model is 'ritical that decisions suggest an approximation. able able ( Decision Models and Japanese Foreign Policy Decision Dec ision Making ype o! ime !or *&ent )ssue Participants umber -ocus )ssue Decision "nticipations %takes outine "mple /es -o$ Fe$ 0o&ernmental
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!e$ hori4ontal "ccording ichardson, there are 5 actors in the Japanese policy that can be di&ided into the bureaucracy, the prime minister executi&e elite, the -iberal Democratic Party 6-DP7 and the internal components o! the -DP, opposition parties, and interest group.
a& 'ype ype (ne) (ne) 'he 'he *ou#in *ou#inee Decisi Decision on he routine !oreign policy decision in&ol&es noncontro&ersial situation $ith
political signi!icance. 8here&er this decision apply in -DP, the opposition and the executi executi&e &e elite. elite. 8ithin 8ithin the bureau bureaucracy cracy,, decisio decision n output output is obtaine obtained d throug through h regular &ertical channels, according to standard operating procedures. he case o! this decision is about “he 0" okyo ound o! egotiations”. )n (9:51(9:;, he
Decision
$as ne&er su!!iciently aroused to express itsel! in any o&ert manner. %o decision making !or the okyo ound a!ter (9;> $as largely con!ined to se&eral ministries under the general leadership to the minister !or *xternal *conomic "!!airs. "nd the minister that in&ol&ed in this case is the *conomic Planning "!!airs, the Ministries o! Foreign "!!airs, Finance, )nternational rade and )ndustry, "griculture and Forestry. )n it handling, the concepts used in this decision is a political bureaucracy. 8here in this case, any minister $ho had negotiated in accordance $ith their respecti&e positions. +& 'ype ',o) 'he Poli#ical Decision he political decisions are politically sensiti&e and contro&ersial that could
change Japan?s international position. )n this decision, the same crytali4ation o! opinion can take place in the political parties $hich !actional politics become a keynote o! the Japanese decision. he case o! this decisions is about “e&ising the @% A Japan %curity hreaty on May1June (9:. %+ at that time, a popular ant1treaty mo&ement de&eloped a!ter Prime Minister obusuke
c& 'ype 'hree) 'he -ri#ical Si#ua#ion he explanation o! critical or crisis di&ided in = dimensions. he !irst is
organi4ational beha&ior in arri&ing at decision. he second is the nature o! the resulting decisions and the last is de!ined by situational parameters in term o! organi4ational beha&ior.
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+nel cogently argues that the pressure o! a crisis shapes excellent decisions through creati&e adaptation. "nd in other side, 'harles #ermann said i! the third dimension o! crisis is the situational milieu that can as in&ol&ing surprise, high percei&ed threats to the decisions and short decision time. he example o! this decision is “anaka 0oes to Beiing”. )n this case, Deputy Prime Minister akeo Miki imposed on group decision making. his occurs due to open his o$n candidacy !or the post o! prime minister in the election. his is based $hen anaka and +hira tra&eled to Beiing $ith their o$n proposals and back in okyo $ith 'hinese responses $ere immediately sho$n anaka and +hira. hen the chairman o! the Democratic %ocialists and the Japan %ocialist Party took a position in !a&or o! non1partisan anaka &isits. 8here&er in this case, the opposition politician acting indi&idually. *&en akeiri not report !ormally to the party on her ourney. %o that in this case, Fukui interprets as meaning that akeiri become part o! a ne$ policy group so !ormed around anaka and +hira. The Bureaucracy )n the last $eek o! July, akeiri still negotiating in Beiing $ith a $orking group $as !ormed at the Ministry o! Foreign "!!airs to lead some acti&ities. "!ter anaka and +hira made the decision to go to Beiing in late %eptember, the $ork shi!ted !rom regular channel !or ad hoc groups. During this period the ad hoc group o! bureaucrats $orking directly !or anaka and +hira and is not responsible to superiors in the bureaucracy !oreign ministry Big Business, Public Opinion, and the Media )n this case, big business did not consolidate their position. %o things that happen can be said o! public opinion su!!icient to support normali4ation. )n other $ords, non1go&ernment supports normali4ation o! relations $ith the P'. decision1making !rom anaka to &isit Beiing, namelyH 1. Prime Minister anaka and Foreign Minister +hira took the initiati&e in mobili4ing support !or normali4ation $ith Beiing and took steps to neutrali4e such opposition as presented itsel! C. there $as some opposition in the -DP and segments o! big business, but the opposition gradually !ell into line. =. the policy1making process $as dominated and almost totally orchestrated by a &ery small ad hoc cadre o! Diet members and Ministry o!!icials
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