Groupthink: Psychological Studies of Policy Decisions and Fiascoes |
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Page 8
One heavy smoker , a middleaged business executive , took issue with this
consensus , arguing that by using will power he had stopped smoking since
joining the group and that everyone else could do the same . His declaration was
followed ...
One heavy smoker , a middleaged business executive , took issue with this
consensus , arguing that by using will power he had stopped smoking since
joining the group and that everyone else could do the same . His declaration was
followed ...
Page 38
In the formal sessions dealing with the Cuban invasion plan , the group ' s
consensus that the basic features of the CIA plan should be adopted was
relatively free of disagreement . According to Sorensen , “ No strong voice of
opposition was ...
In the formal sessions dealing with the Cuban invasion plan , the group ' s
consensus that the basic features of the CIA plan should be adopted was
relatively free of disagreement . According to Sorensen , “ No strong voice of
opposition was ...
Page 246
search and appraisal that counteract collective uncritical thinking and premature
consensus . When appropriate precautions are taken , a group that has become
moderately or highly cohesive probably can do a much better job on its decision
...
search and appraisal that counteract collective uncritical thinking and premature
consensus . When appropriate precautions are taken , a group that has become
moderately or highly cohesive probably can do a much better job on its decision
...
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Contents
Why So Many Miscalculations? | 2 |
The Wrong | 48 |
Or Why the Fortress Slept | 72 |
Copyright | |
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Common terms and phrases
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