U.S. Public Diplomacy Towards China: Exercising Discretion in Educational and Exchange Programs (Palgrave Macmillan Series in Global Public Diplomacy)

Preface
Acknowledgments
Praise for U.S. Public Diplomacy Towards China
Contents
About the Author
Abbreviations
List of Figures
List of Tables
Chapter 1: Implementation Discretion in Public Diplomacy: An Introduction
	A Focus on US-China Relations
		Asia-Pacific Rebalancing Strategy
	Why Implementation?
	Methodological Issues
	A Roadmap for the Rest of the Book
	References
Chapter 2: Programs at the Departments of State and Defense
	Public Diplomacy in DoS
		Public Diplomacy Structure in DoS
			The Public Diplomacy Objectives of the DoS
				Budgets
		Strategic Frameworks
			The State-USAID Joint Strategic Goal Framework
		Public Diplomacy in DoD
			Does the Military Do Public Diplomacy?
			Public Diplomacy Programs in DoD
			The Reasoning Behind DoD Public Diplomacy Programs
			The Public Diplomacy Objectives of the DoD
				General Objectives
				Objectives of Public Diplomacy Towards China
	The Programs and Their Goals
		The DoS
			EducationUSA
			The IVLP
		The DoD
			Exchanges and Visits
				Education Delegation Visits
				MPEP
				The Game Plan
			Foreign Military Education and Training
				IMET
			The HA/DR Exchange
			Inter-regional Web and Magazine Initiatives
				The TRWI
				The TRMI
			Public Diplomacy Strategy-Making Towards China
		Generalization to a Broader Level
	Conclusion
	References
Chapter 3: Implementation and Public Diplomacy
	The Dual Role of Implementation
		The Implementation Process of Public Diplomacy
		Implementation Discretion
		Why Implementation Can Give Meaning to Policy?
	Meanings of Public Diplomacy in Theory
		The Purposes of Public Diplomacy
		Communication in Public Diplomacy
		Public Diplomacy Actors
		Public Diplomacy and Related Concepts
			Public Diplomacy Versus Propaganda
			Public Diplomacy Versus Soft Power
			Public Diplomacy Versus Cultural Diplomacy
			Public Diplomacy Versus Public Relations
	Ideal Public Diplomacy Without Discretion
		Ideal Public Diplomacy in DoS
		Ideal Public Diplomacy in DoD
		What Is Not Public Diplomacy?
	Conclusion
	References
Chapter 4: The Mixed Impacts of Organizational Culture
	The Effects of Organizational Culture
		Conceptualizing Organizational Culture
		Mechanisms of Influence
	“Defense is from Mars and State is from Venus”
		The Organizational Culture of DoS
			A Process-Oriented Culture
			A Culture of Elitism
		The Organizational Culture of DoD
			A Result-Oriented Culture
			Hierarchy and Following Chains of Command
	Process-Oriented and Elitist Tendencies in DoS
		The DoS’s Organizational Culture and EducationUSA
			A Foreign Student Recruitment Program
			From Elitism to Inclusiveness
		The DoS’s Organizational Culture and IVLP
			Identifying Foreign Future Leaders
			Elitist Participant Selection and Non-elitist Exchange Content
	Result-Oriented and Hierarchical Tendencies in DoD
		The DoD’s Organizational Culture and Public Diplomacy Strategies and Goals
			Intelligence, Not Relationship Building
			“Flying the Plane While Building It”
		The DoD’s Organizational Culture and Public Diplomacy Programs
			Public Diplomacy as Indicators of Bilateral Relationships
			A Process-Driven Program
			The Canceled Game Plan
	Conclusion
	References
Chapter 5: Public Diplomacy Becomes Measurable Outcomes
	Displacing Ambiguous Goals with Measurables
		Conceptualizing Goal Ambiguity
			Goal Ambiguity and Implementation Discretion
				Measurable Goals Became Goals
				Perverse Effects
	The Ambiguous Goals and Evaluation of Public Diplomacy
		The Ambiguous Public Diplomacy Goals of the DoS and the DoD
		“Unmeasurable” Public Diplomacy
	The Preference for Measurable Factors in DoS
		Increasing Student Numbers
			Focusing on the Number of Students and Economic Benefits
				Data from Open Doors
				Economic Gains from Tuition
			EducationUSA’s Goal Became Increasing International Students
		Identifying Future Leaders and Increasing Diversity
			Quantifiable Measurements
				Identify Future Leaders
				The Feature of Diversity
			Leadership Exchange’s Goal Is Not Public Diplomacy
	Measurable Goals in DoD
		MPEP and IMET
			Relationship Building and Tactical Training
			Goals Turned into What Is Measured
		The TRWI
			Quantifiable Standards
			Changing the Ambiguous Goal
	Conclusion
	References
Chapter 6: Public Diplomacy Constrained by Limited Resources
	The Effect of Inadequate Resources on Implementation
		Policy Resources and Implementation Discretion
		Types of Policy Resources
		Coping Mechanisms as Implementation Bias
		Negative Consequences
	Public–Private Partnerships in DoS
		The Claim of Resource Deficiency
			Reduced Budgets
			Stable Resource in Recent Years
		PPP to Leverage Resources
			The Partnership with IIE
				Sharing Resources
				The Non-resource Factor
				Implementation Discretion Induced Through PPP
			The Partnership with Global Ties US
				Partnership to Leverage Private Resources
				Implementation Biases from Private Organizations
	The Various Resource Constraints on DoD
		Resource Constraints on DoD Public Diplomacy
			Funding Deficiencies
			Legislative Constraints
			Executive Restrictions
		Resource Restrictions Imposed on IMET
			Constraint from Collaboration
			Restrictions in Legislation
			Implementation Discretion
		Insufficient Support to TRWI
			Limited Time Allowed
			Jurisdiction Constraints
	Conclusion
	References
Chapter 7: Conclusion: Public Diplomacy in the Eye of the Beholder
	Exercising Discretion in Public Diplomacy
	Public Diplomacy and Implementation
		Implementation Discretion in DoS
			EducationUSA
			The IVLP
		Implementation Discretion in DoD
			Public Diplomacy Strategy-Making
			Public Diplomacy Got Canceled
			Recurring Public Diplomacy
			Public Diplomacy Excludes China
			Why Does the DoD Not Claim Public Diplomacy?
	Some Exceptions and Alternative Explanations
	Connecting to the Literature
	Looking into the Future
	References
Index