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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Psychological Studies of Policy Decisions and Fiascoes Irving Lester Janis. 1 of
society and were ... By a defective decision , I mean one that results from decision
- making practices of extremely poor quality . In other words , the fiascoes that I ...
Psychological Studies of Policy Decisions and Fiascoes Irving Lester Janis. 1 of
society and were ... By a defective decision , I mean one that results from decision
- making practices of extremely poor quality . In other words , the fiascoes that I ...
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Psychological Studies of Policy Decisions and Fiascoes Irving Lester Janis.
Kennedy to use United States military power to ... We are concerned with the
decision - making activity of this group . If the participants ' accounts of what
happened at ...
Psychological Studies of Policy Decisions and Fiascoes Irving Lester Janis.
Kennedy to use United States military power to ... We are concerned with the
decision - making activity of this group . If the participants ' accounts of what
happened at ...
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way by subdividing the case studies into three main categories , policy decisions
arrived at by ( 1 ) high - quality ... Controlled field experiments on consequential
decision - making in actual organizational settings might be feasible , in which ...
way by subdividing the case studies into three main categories , policy decisions
arrived at by ( 1 ) high - quality ... Controlled field experiments on consequential
decision - making in actual organizational settings might be feasible , in which ...
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Contents
The Wrong | 3 |
The Making of the Marshall Plan | 159 |
How Clever | 198 |
Copyright | |
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accepted according action administration Admiral advisers alternative American appears asked assumptions attack avoid Bay of Pigs become called Chiefs cohesive Committee concerning consensus consequences continued course cover-up crisis critical Cuba Cuban danger Dean decision decision-making Defense deliberations Department direct discussion effect errors evidence example Executive expected fact factors feel fiasco forces give going groupthink Haldeman invasion involved issues Japanese Johnson judgment Kennedy leader leading major March meetings military missile moral Nixon norms North objections officers operation participants Pearl Harbor policy-making political position possible present President pressures probably problem procedures proposed questions responsible result risks role says Secretary seems Senator shared social Soviet staff stress strong suggested thinking threat tion transcripts Truman United UNIVERSITY Vietnam warning Watergate White House