Groupthink: Psychological Studies of Policy Decisions and Fiascoes |
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Page 136
... decision to resort to coercive action well warranted by the circumstances . Whether the President was right or wrong in setting up his objective is not relevant to a discussion of group decision - making . What is relevant is the fact ...
... decision to resort to coercive action well warranted by the circumstances . Whether the President was right or wrong in setting up his objective is not relevant to a discussion of group decision - making . What is relevant is the fact ...
Page 145
... decision to resort to coercive action well warranted by the circumstances . Whether the President was right or wrong in setting up his objective is not relevant to a discussion of group decision - making . What is relevant is the fact ...
... decision to resort to coercive action well warranted by the circumstances . Whether the President was right or wrong in setting up his objective is not relevant to a discussion of group decision - making . What is relevant is the fact ...
Page 303
... making procedures . They might also be useful for cross - cultural and cross - national studies , to see to what ... decision - making is adversely affected by groupthink and absent when the same group ( or a comparable group ) functions ...
... making procedures . They might also be useful for cross - cultural and cross - national studies , to see to what ... decision - making is adversely affected by groupthink and absent when the same group ( or a comparable group ) functions ...
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