To what extent does a government's success in resolving a deep political and economic crisis strengthen its popular support? The Fujimori administration in Peru, which tackled both profound economic problems and a powerful guerrilla threat, constitutes a useful test case for this important question. Most observers of Peru assume that both Fujimori's success in improving the economy and in combating insurrectionary forces contributed substantially to his high popularity and his reelection victory. Regression analyses of survey and electoral data suggest, however, that the successful counterinsurgency campaign had no significant medium or long-term impact on presidential approval and electoral support. These surprising findings seem to reflect a paradox of success: when a government effectively combats a severe threat, such as rampant guerrilla violence, the salience of the issue diminishes subsequently and people's high appreciation for the president's accomplishment has an ever lower impact on their political attitudes and behavior.How much impact do political and economic crises have on support for the government? Many theories on politics and policy making argue that acute problems reduce the government's political backing, while the solution of such crises greatly strengthens this support. Empirical investigations of this important issue, however~especially analyses of the support that political leaders win by overcoming crises!, have begun to appear only recently. How strong is this effect? And for how long does it last? Does success in overcoming a crisis give support for the government merely a brief, fleeting boost, or does it yield long-lasting, stable backing? Do the people quickly forget a leader's accomplishment and turn their attention to new, still unresolved issues, or do they display enduring gratitude to a "savior"?These questions are of considerable relevance for theories about the political choices of common people and the bases of political leadership. If people rapidly discount a leader's achievements and shift their attention to new issues, it suggests they are constant optimizers who always seek further improvements cf. MacKuen, Erikson, and Stimson, 1992:598!. By contrast, if people display lasting gratitude to a successful leader and remain fairly content once severe problems are resolved, it suggests they adhere to a logic of "satisficing"~cf. Simon,