Groupthink: Psychological Studies of Policy Decisions and Fiascoes |
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Page 143
I suppose the alternatives are to go in the air and wipe them out or take other
steps to render the weapons inoperable . ... In response to this prod from the
Attorney General , the group considerably broadened the spectrum of alternative
...
I suppose the alternatives are to go in the air and wipe them out or take other
steps to render the weapons inoperable . ... In response to this prod from the
Attorney General , the group considerably broadened the spectrum of alternative
...
Page 145
I suppose the alternatives are to go in the air and wipe them out or take other
steps to render the weapons inoperable . ... In response to this prod from the
Attorney General , the group considerably broadened the spectrum of alternative
...
I suppose the alternatives are to go in the air and wipe them out or take other
steps to render the weapons inoperable . ... In response to this prod from the
Attorney General , the group considerably broadened the spectrum of alternative
...
Page 250
After a leader lets it be known that he favors a particular policy alternative , the
members are in the common predicament of having little hope of finding a better
solution ( because advocating a different alternative will evoke the disapproval of
...
After a leader lets it be known that he favors a particular policy alternative , the
members are in the common predicament of having little hope of finding a better
solution ( because advocating a different alternative will evoke the disapproval of
...
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Contents
Why So Many Miscalculations? | 2 |
The Bay of Pigs | 14 |
The Wrong | 48 |
Copyright | |
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accept 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 feel fiasco forces give groupthink Haldeman initial invasion issues Japanese Johnson judgment Kennedy leader leading major March meetings military missile moral Nixon norms North objections officers operation participants Pearl Harbor policy-making policy-making group 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 Vietnam warning Watergate White House