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January 01 1996

Sources of Power in Coalition Building

Michael Watkins,

Michael Watkins

Michael Watkins is an assistant professor of public policy at the John F. Kennedy School of Government, Harvard University, 79 JFK Street, Cambridge, Mass. 02138.

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Susan Rosegrant

Susan Rosegrant

Susan Rosegrant is a case writer at the John F. Kennedy School of Government, Harvard University, 79 JFK Street, Cambridge, Mass. 02138.

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Author and Article Information

Michael Watkins

Michael Watkins is an assistant professor of public policy at the John F. Kennedy School of Government, Harvard University, 79 JFK Street, Cambridge, Mass. 02138.

Susan Rosegrant

Susan Rosegrant is a case writer at the John F. Kennedy School of Government, Harvard University, 79 JFK Street, Cambridge, Mass. 02138.

First Publication: July 02 2007

Online ISSN: 1571-9979

Print ISSN: 0748-4526

© 1996 Plenum Publishing Corporation

1996

Plenum Publishing Corporation

This is an open-access article distributed under the terms of the Creative Commons Attribution 4.0 International (CC BY 4.0) license, which permits unrestricted use, distribution, and reproduction in any medium, provided the original work is properly cited. For a full description of the license, please visit https://creativecommons.org/licenses/by/4.0/legalcode.

Negotiation Journal (1996) 12 (1): 47–68.

https://doi.org/10.1111/j.1571-9979.1996.tb00078.x

Abstract

This article analyzes the coalition‐building tactics employed by the Bush administration during the Persian Gulf crisis of 1990–91. To provide a basis for generalization to other situations, we have developed a conceptual framework for understanding sources of power in coalition building. This framework draws upon research in the social psychology of persuasion, mass communications and negotiation analysis. While the actions of the Bush administration during the Persian Gulf crisis provide a “text‐book” case for applying our conceptual framework, we believe that it could be employed much more broadly to analyze the efforts of leaders to effect political and organizational change.

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© 1996 Plenum Publishing Corporation

1996

Plenum Publishing Corporation

This is an open-access article distributed under the terms of the Creative Commons Attribution 4.0 International (CC BY 4.0) license, which permits unrestricted use, distribution, and reproduction in any medium, provided the original work is properly cited. For a full description of the license, please visit https://creativecommons.org/licenses/by/4.0/legalcode.