In the United States at the height of the Cold War, roughly between the end of World War II and the early 1980s, a new project of redefining rationality commanded the attention of sharp minds, powerful politicians, wealthy foundations, and top military brass. Its home was the human sciences—psychology, sociology, political science, and economics, among others—and its participants enlisted in an intellectual campaign to figure out what rationality should mean and how it could be deployed. How Reason Almost Lost Its Mind brings to life the people—Herbert Simon, Oskar Morgenstern, Herman Kahn, Anatol Rapoport, Thomas Schelling, and many others—and places, including the RAND Corporation, the Center for Advanced Study in the Behavioral Sciences, the Cowles Commission for Research and Economics, and the Council on Foreign Relations, that played a key role in putting forth a “Cold War rationality.” Decision makers harnessed this picture of rationality—optimizing, formal, algorithmic, and mechanical—in their quest to understand phenomena as diverse as economic transactions, biological evolution, political elections, international relations, and military strategy. The authors chronicle and illuminate what it meant to be rational in the age of nuclear brinkmanship.

Policy Sciences presents the framework of situational normativism, a descriptive-normative methodology by which the components of policy sciences may be pragmatically integrated and applied to real decision problems. The uniqueness of this approach derives from the integration of behavioral, political, and social considerations with a broad range of systems and quantitative methodologies. Furthermore, this approach encompasses specific considerations of implementation, political feasibility, and organization redesign. Organized into three parts, this book begins with an overview of policy sciences followed by a description of the adaptive analytical framework of situational normativism. Policy making is considered as a process of adaptation and a policy-making system generally composed of two or more coupled policy makers, each of whom is viewed as an adaptive purposeful system, is described. The last part consists of nine original cases that demonstrate the application of specific methodologies to real-world problems within the framework of situational normativism. Three of the case studies focus on the zoning decision process in the city of Pittsburgh; the use of a Delphi procedure to isolate and define the influential goals of an organization; and national policies toward foreign private investment. This monograph is intended for senior undergraduates and graduates taking a course in policy sciences and inter-organizational decision making and similar courses.