Groupthink: Psychological Studies of Policy Decisions and FiascoesGroupthink - the psychological drive for consensus at any cost that suppresses disagreement and prevents the appraisal of alternatives in cohesive decision-making groups. In the first edition (Victims of groupthink), Iriving L. Janis showed how this phenomenon contributed to some of the major U.S. foreign policy fiascos of recent decades: the Korean War stalemate, the escalation of the Vietnam War, the failure to be prepared for the attack on Pearl Harbor, and the Bay of Pigs blunder. He also examined cases, such as the handling of the Cuban Missile Crisis and the formulation of the Marshall Plan, where groupthink was avoided. Here, in this revised and expanded edition, Janis applies his hypothesis to the Watergate cover-up, portraying in detail how groupthink helped to put the participants on a disastrous couurse and keep them there. In addition, he presents some fresh ideas on how and why groupthink occurs and offers suggestions for avoiding it. |
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Page 245
... cohesive groups doomed to be victims ? Cohesiveness of the policy - making group ( box A in Figure 10-1 ) is a major antecedent condition that has been emphasized throughout this book . In the very first chapter I stated as the central ...
... cohesive groups doomed to be victims ? Cohesiveness of the policy - making group ( box A in Figure 10-1 ) is a major antecedent condition that has been emphasized throughout this book . In the very first chapter I stated as the central ...
Page 247
... cohesive . When we consider the two major sources of error that beset noncohesive groups - deliberate conformity out of fear of recrimination and a win - lose fighting stance - we see that cohesive groups can have great advantages if ...
... cohesive . When we consider the two major sources of error that beset noncohesive groups - deliberate conformity out of fear of recrimination and a win - lose fighting stance - we see that cohesive groups can have great advantages if ...
Page 249
... cohesive decision- making group is insulated from the judgments of qualified associates within the organization who , as " outsiders , " are not permitted to know about the new policies under discussion until after a final decision has ...
... cohesive decision- making group is insulated from the judgments of qualified associates within the organization who , as " outsiders , " are not permitted to know about the new policies under discussion until after a final decision has ...
Contents
Why So Many Miscalculations? | 2 |
The Bay of Pigs | 14 |
The Wrong | 48 |
Copyright | |
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Acheson administration Admiral Kimmel advisers advisory group Allen Dulles alternative American assumptions attack avoid Bay of Pigs bombing Castro Chiefs of Staff Chinese cohesive group Communist concurrence-seeking consensus course of action critical Cuba Cuban missile crisis danger Dean Defense deliberations discussion effect Ehrlichman enemy evidence Executive Committee expected fiasco group dynamics groupthink hypothesis groupthink syndrome groupthink tendencies Haldeman Hawaii Ibid in-group inner circle invasion plan Japanese Johnson Joint Chiefs judgment Kennan Kennedy's Korean War leader MacArthur's major Marshall Plan McNamara meetings military moral naval Navy group Nixon norms North Korea North Vietnam officers participants Pearl Harbor Pentagon Papers policy-making group political present President Kennedy President's pressures problem procedures psychological questions responsible risks Robert Kennedy role Rusk Schlesinger Secretary shared social Sorensen Soviet Union stereotypes stress symptoms of groupthink thinking threat tion transcripts Truman Vietnam Vietnam War warning Watergate cover-up White House group Wohlstetter