English
Tag: Decision architectures
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Long before a strategic decision is formally made, the boundaries of what appears plausible, legitimate, and necessary have already been defined. The CSR Framework describes this underlying dimension as cognitive power: the foundational infrastructure that shapes how international actors interpret reality, assess alternatives, and make strategic decisions.
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The 250th anniversary of the United States serves as the case study for the first paper in the CSR Papers series. It introduces the concept of Cognitive Infrastructures of Legitimization (CIL)—an analytical category for understanding how States transform collective memory and national commemorations into instruments of strategic legitimization.
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The Charlemagne Prize awarded to Mario Draghi reopens a broader question: will Europe become more resilient through greater centralisation, or through stronger nation states capable of cooperating while preserving their strategic autonomy?
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Palantir is no longer merely a technology company. Its case highlights the increasing centrality of private providers within the decision-making architectures of states and alliances. The issue is not only privacy, but the emergence of architectural, functional, and cognitive dependence on external proprietary stacks.
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The Alliance remains militarily effective, but its decision-making process is evolving: a more conditional U.S. anchor, modular governance, and coalitions of the willing. Implications for cohesion and deterrence.