For planners and leaders to formulate plans in dealing with
adversaries, at least a basic understanding of their decision-loop
is necessary. This paper seeks to answer two basic questions in
furthering the debate over decision-making analysis. The question
is whether the time and effort required for such analysis leads to
any tangible benefit and if it does, then what model might lead
planners to a viable understanding of an adversary. Mirror-imaging,
stereotyping, and other errors commonly lead to false assumptions
leading to equally faulty solutions. Increased emphasis on decision
cycles during mission analysis is necessary in order to reduce as
much as possible the fog of war. This paper recommends a construct
based on Dr. Strange's critical factors analysis for conducting a
decision cycle analysis. This paper is an attempt to begin
discussion on models useful to planners with relatively little
international-relations experience who are still required to make
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