George C. Edwards III is the University Distinguished Professor of Political Science and Jordan Chair in Presidential Studies Emeritus at Texas A&M University. He is also a Distinguished Fellow at the University of Oxford. A leading scholar of the presidency, he has written or edited twenty-seven books on American politics. He is also editor of Presidential Studies Quarterly and general editor of the Oxford Handbook of American Politics series. His most recent books are Predicting the Presidency: The Path to Successful Leadership, Why the Electoral College Is Bad for America, and Changing Their Minds? Donald Trump and Presidential Leadership.

• PrefaceChapter 1. The Power of PremisesChapter 2. Assuming Problems: The War in VietnamChapter 3. Ignoring and Underestimating ProblemsChapter 4. Ignoring and Underestimating Problems: The Chinese Intervention in Korea in 1950Chapter 5. Assuming and Ignoring Problems: The Invasion of IraqChapter 6. No Silver BulletNotesIndex

"In this concise analysis, Edwards explores how and why leaders, especially presidents of the United States, make some of their most difficult choices concerning perceived problems. . . . The work challenges the reader to consider preexisting beliefs in political decisions and the difficulty leaders face to quickly process and analyze information. The work serves as a helpful reminder that everyone uses premises when making decisions, but that should not play a dominant role."

George C. Edwards III is the University Distinguished Professor of Political Science and Jordan Chair in Presidential Studies Emeritus at Texas A&M University. He is also a Distinguished Fellow at the University of Oxford. A leading scholar of the presidency, he has written or edited twenty-seven books on American politics. He is also editor of Presidential Studies Quarterly and general editor of the Oxford Handbook of American Politics series. His most recent books are Predicting the Presidency: The Path to Successful Leadership, Why the Electoral College Is Bad for America, and Changing Their Minds? Donald Trump and Presidential Leadership.

• PrefaceChapter 1. The Power of PremisesChapter 2. Assuming Problems: The War in VietnamChapter 3. Ignoring and Underestimating ProblemsChapter 4. Ignoring and Underestimating Problems: The Chinese Intervention in Korea in 1950Chapter 5. Assuming and Ignoring Problems: The Invasion of IraqChapter 6. No Silver BulletNotesIndex

"In this concise analysis, Edwards explores how and why leaders, especially presidents of the United States, make some of their most difficult choices concerning perceived problems. . . . The work challenges the reader to consider preexisting beliefs in political decisions and the difficulty leaders face to quickly process and analyze information. The work serves as a helpful reminder that everyone uses premises when making decisions, but that should not play a dominant role."

George C. Edwards III is the University Distinguished Professor of Political Science and Jordan Chair in Presidential Studies Emeritus at Texas A&M University. He is also a Distinguished Fellow at the University of Oxford. A leading scholar of the presidency, he has written or edited twenty-seven books on American politics. He is also editor of Presidential Studies Quarterly and general editor of the Oxford Handbook of American Politics series. His most recent books are Predicting the Presidency: The Path to Successful Leadership, Why the Electoral College Is Bad for America, and Changing Their Minds? Donald Trump and Presidential Leadership.

• PrefaceChapter 1. The Power of PremisesChapter 2. Assuming Problems: The War in VietnamChapter 3. Ignoring and Underestimating ProblemsChapter 4. Ignoring and Underestimating Problems: The Chinese Intervention in Korea in 1950Chapter 5. Assuming and Ignoring Problems: The Invasion of IraqChapter 6. No Silver BulletNotesIndex

"In this concise analysis, Edwards explores how and why leaders, especially presidents of the United States, make some of their most difficult choices concerning perceived problems. . . . The work challenges the reader to consider preexisting beliefs in political decisions and the difficulty leaders face to quickly process and analyze information. The work serves as a helpful reminder that everyone uses premises when making decisions, but that should not play a dominant role."