Groupthink: Psychological Studies of Policy Decisions and Fiascoes |
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Page viii
... consequences of their decisions . The second section , for comparative purposes , presents two case studies of well worked out decisions made by similar groups whose members made realistic appraisals of the consequences . One of these ...
... consequences of their decisions . The second section , for comparative purposes , presents two case studies of well worked out decisions made by similar groups whose members made realistic appraisals of the consequences . One of these ...
Page 145
... consequences , as well as the positive conse- quences , that could flow from what initially seemed the most advantageous courses of action ; ( 4 ) continuously searched for relevant information for evaluating the policy alternatives ...
... consequences , as well as the positive conse- quences , that could flow from what initially seemed the most advantageous courses of action ; ( 4 ) continuously searched for relevant information for evaluating the policy alternatives ...
Page 305
... consequences of groupthink can have a beneficial deterring effect , their curriculum includes impressive case studies illustrating the symptoms and harmful effects of groupthink together with recommendations for prevention . Janis and ...
... consequences of groupthink can have a beneficial deterring effect , their curriculum includes impressive case studies illustrating the symptoms and harmful effects of groupthink together with recommendations for prevention . Janis and ...
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