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. |
From inside the book
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Page 169
... problems of their own , and their prob- lems cause errors in decision - making that are just as serious as those ... problem - solving group . The members knew they would be working together on additional problems after their three ...
... problems of their own , and their prob- lems cause errors in decision - making that are just as serious as those ... problem - solving group . The members knew they would be working together on additional problems after their three ...
Page 298
... problem they have just finished solving and move on to other pressing matters . This point is essen- tially the same as a view presented by Janis and Mann ( 1977 ) about what happens to vigilant decision - makers when they reach the ...
... problem they have just finished solving and move on to other pressing matters . This point is essen- tially the same as a view presented by Janis and Mann ( 1977 ) about what happens to vigilant decision - makers when they reach the ...
Page 306
... problem and during their discussion cited significantly more facts from the information made available to them before arriving at a consensus than the teams exposed to the closed leadership style . Longley and Pruitt ( 1980 ) have ...
... problem and during their discussion cited significantly more facts from the information made available to them before arriving at a consensus than the teams exposed to the closed leadership style . Longley and Pruitt ( 1980 ) have ...
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Common terms and phrases
Acheson administration Admiral Kimmel advisers advisory group Allen Dulles alternative American assumptions attack avoid Bay of Pigs bombing CALIFORNIA LIBRARY 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 Kennan Kennedy's Korean War leader major Marshall Plan McNamara meetings military moral naval 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 UNIVERSITY OF CALIFORNIA Vietnam Vietnam War warning Watergate cover-up White House group