手法を比較

	Operational Code Analysis	Content Analysis of Political Speeches
分野	International Relations	International Relations
系統	Process / pipeline	Process / pipeline
提唱年	1969	2013
提唱者	Nathan Leites (origin); Alexander George (construct); Walker, Schafer & Young (VICS)	Content-analysis tradition; computational treatment by Justin Grimmer & Brandon Stewart
種類	Content-analytic measurement of leaders' political belief systems	Systematic coding and computational analysis of political text
原典	George, A. L. (1969). The 'operational code': A neglected approach to the study of political leaders and decision-making. International Studies Quarterly, 13(2), 190–222.	Grimmer, J., & Stewart, B. M. (2013). Text as data: The promise and pitfalls of automatic content analysis methods for political texts. Political Analysis, 21(3), 267–297.
別名	Operational Code, Verbs in Context System (VICS), Belief System Analysis, Operational Code Construct	Political Speech Content Analysis, Foreign-Policy Text Analysis, Quantitative Speech Analysis in IR, At-a-Distance Speech Coding
関連	3	3
概要	Operational code analysis measures a political leader's belief system — their fundamental assumptions about the nature of politics and the best strategies for pursuing goals — from the leader's own words. Originating in Nathan Leites's study of the Bolshevik mindset and reformulated by Alexander George (1969) into a structured set of philosophical and instrumental questions, it later became a quantitative method through the Verbs in Context System (VICS). By coding how a leader talks about conflict, cooperation, control, and risk, analysts characterize the cognitive framework through which that leader interprets the world and chooses action.	Content analysis of political speeches turns the public words of foreign-policy actors — leaders' addresses, UN General Assembly statements, parliamentary debates, press briefings — into systematic, comparable measures. Spanning classic human-coded content analysis and modern text-as-data methods surveyed by Grimmer and Stewart (2013), it lets researchers quantify what leaders say: their threat perceptions, hostility, cooperative or conflictual orientation, issue priorities, and rhetorical positions, so that rhetoric can be tracked over time, compared across actors, and related to behavior.