Abstract
Part I of this Article discusses executive branch actions in the crises discussed earlier and identifies a pattern of response to certain perceived threated. Part II assesses this historical pattern in light of a psychological understanding of risk assessment, concluding that the pattern is consistent with predictably skewed risk assessment. Part III discusses the psychology of accountability and the possibility that judicial review can serve as a mechanism of accountability and improve executive decision making.
Recommended Citation
Christina E. Wells,
Questioning Deference,
69 Mo. L. Rev.
(2004)
Available at: https://scholarship.law.missouri.edu/mlr/vol69/iss4/2