Groupthink: Psychological Studies of Policy Decisions and Fiascoes |
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Page 10
... course of action . I assume that these seven defects and some related features of inadequate decision - making result from groupthink . But , of course , each of the seven can arise from other common causes of human stupidity as well ...
... course of action . I assume that these seven defects and some related features of inadequate decision - making result from groupthink . But , of course , each of the seven can arise from other common causes of human stupidity as well ...
Page 136
... course of action they ini- tially preferred ; ( 6 ) reexamined the positive and negative consequences of all the main alternatives , including those originally considered unacceptable , before making a final choice ; and ( 7 ) made ...
... course of action they ini- tially preferred ; ( 6 ) reexamined the positive and negative consequences of all the main alternatives , including those originally considered unacceptable , before making a final choice ; and ( 7 ) made ...
Page 145
... course of action they ini- tially preferred ; ( 6 ) reexamined the positive and negative consequences of all the main alternatives , including those originally considered unacceptable , before making a final choice ; and ( 7 ) made ...
... course of action they ini- tially preferred ; ( 6 ) reexamined the positive and negative consequences of all the main alternatives , including those originally considered unacceptable , before making a final choice ; and ( 7 ) made ...
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