Groupthink: Psychological Studies of Policy Decisions and Fiascoes |
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Page 247
... group , they can be expected to behave like couples in olden times who were forced to live together by a shotgun ... cohesive . When we consider the two major sources of error that beset noncohesive groups - deliberate conformity out of fear ...
... group , they can be expected to behave like couples in olden times who were forced to live together by a shotgun ... cohesive . When we consider the two major sources of error that beset noncohesive groups - deliberate conformity out of fear ...
Page 248
... group norm to which the members conscientiously adhere ; this helps to counteract groupthink . But even when the ... cohesive group that on one occasion suffers from groupthink is capable on other occasions of gaining the advantages of ...
... group norm to which the members conscientiously adhere ; this helps to counteract groupthink . But even when the ... cohesive group that on one occasion suffers from groupthink is capable on other occasions of gaining the advantages of ...
Page 249
... group's deliberations on a policy deci- sion , even when the leader does not want the members to be yes - men and the individual members try to resist conforming : ( 1 ) the cohesive decision- making group is insulated from the ...
... group's deliberations on a policy deci- sion , even when the leader does not want the members to be yes - men and the individual members try to resist conforming : ( 1 ) the cohesive decision- making group is insulated from the ...
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