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 75
Washington) sent Admiral Kimmel a strong warning that war with Japan was to
be expected at any time: “Chances of favorable outcome of negotiations with
Japan very doubtful. This situation coupled with statements of Japanese
government ...
Washington) sent Admiral Kimmel a strong warning that war with Japan was to
be expected at any time: “Chances of favorable outcome of negotiations with
Japan very doubtful. This situation coupled with statements of Japanese
government ...
Page 274
Prevention of groupthink cannot be expected to provide a cure for evils
intentionally perpetrated by a policy-making group, any more than a cure for the
infections afflicting patients in a cancer ward will restore them to full health.
Where does ...
Prevention of groupthink cannot be expected to provide a cure for evils
intentionally perpetrated by a policy-making group, any more than a cure for the
infections afflicting patients in a cancer ward will restore them to full health.
Where does ...
Page 304
A similar interaction effect would also be expected for symptoms of groupthink,
such that the effect of lack of norms requiring methodical procedures might have
little or no effect on the eight symptoms (listed in box C in Figure 10–1) when the
...
A similar interaction effect would also be expected for symptoms of groupthink,
such that the effect of lack of norms requiring methodical procedures might have
little or no effect on the eight symptoms (listed in box C in Figure 10–1) when the
...
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Contents
Or Why the Fortress Slept | 72 |
The Cuban Missile Crisis | 132 |
The Making of the Marshall Plan | 159 |
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 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 symptoms of groupthink thinking threat tion transcripts Truman United Vietnam warning Watergate White House
References to this book
Bibliographic information
| Title | Groupthink: Psychological Studies of Policy Decisions and Fiascoes |
| Author | Irving Lester Janis |
| Edition | 2, illustrated, revised |
| Publisher | Houghton Mifflin, 1982 |
| Original from | the University of California |
| Digitized | 30 Jan 2007 |
| ISBN | 0395317045, 9780395317044 |
| Length | 349 pages |
| Subjects | › Psychology / Social Psychology |
| Export Citation | BiBTeX EndNote RefMan |