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Time to ReactThe Efficiency of International Organizations in Crisis Response$
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Heidi Hardt

Print publication date: 2014

Print ISBN-13: 9780199337118

Published to Oxford Scholarship Online: January 2014

DOI: 10.1093/acprof:oso/9780199337118.001.0001

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The Impact of Unspoken Rules and Interpersonal Relations

The Impact of Unspoken Rules and Interpersonal Relations

Chapter:
(p.90) 5 The Impact of Unspoken Rules and Interpersonal Relations
Source:
Time to React
Author(s):

Heidi Hardt

Publisher:
Oxford University Press
DOI:10.1093/acprof:oso/9780199337118.003.0005

This chapter provides the quantitative and qualitative evidence from the 50 structured elite interviews with ambassadors. Evidence from each of the survey questions is presented and explained. The results show that at the European Union, decision-making takes place consistently in more formal channels relative to the more informal decision-making characterizing other organizations. The survey results point to core differences in modes of communication and in informal social networks. Explanations for each variable include relevant anecdotes and ambassadorial quotes. The chapter ultimately applies this evidence to demonstrate the positive and negative impacts of informal relations among decision-makers on efficiency. In doing so, it outlines the conditions under which informal relations, and particularly friendship, matters, and gives an overview of causal mechanisms. The final section of the chapter consists of four case studies, one from each international organization, in order to exhibit decision-making in practice. The survey questions are listed at the end of the chapter.

Keywords:   Interpersonal relations, Crisis response, Elite interviews, Social networks, Informal relations, Piracy, Somalia, Colombia, Sudan, Kosovo

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