Groupthink: Psychological Studies of Policy Decisions and Fiascoes |
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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 248
... cohesive groups are more effective than low - cohesive groups in achieving their respective goals , " but he acknowledges that the evidence " is not altogether consistent . " A major source of inconsistency may be attributed to ...
... cohesive groups are more effective than low - cohesive groups in achieving their respective goals , " but he acknowledges that the evidence " is not altogether consistent . " A major source of inconsistency may be attributed to ...
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 air strike Allen Dulles alternative American assumptions attack avoid Bay of Pigs blockade 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 evidence Executive Committee expected fiasco group dynamics groupthink hypothesis groupthink tendencies Haldeman Hawaii Ibid in-group inner circle invasion plan issues Japanese Johnson Joint Chiefs judgment Kennan Kennedy's Korean War leader major Marshall Plan McNamara meetings military moral naval Nixon 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 sion social Sorensen Soviet Union stereotypes stress symptoms of groupthink thinking threat tion transcripts Truman Vietnam Vietnam War warning Watergate cover-up White House White House group