Groupthink: Psychological Studies of Policy Decisions and Fiascoes |
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Page 58
All the main components of this groupthink pattern can be discerned in the
available accounts of the group ' s deliberations , particularly during the critical
November days when the members knew that Communist China had started to ...
All the main components of this groupthink pattern can be discerned in the
available accounts of the group ' s deliberations , particularly during the critical
November days when the members knew that Communist China had started to ...
Page 249
... symptoms of groupthink are increased when each of the following structural
faults of the organization is present prior to and at the outset of the group ' s
deliberations on a policy decision , even when the leader does not want the
members to ...
... symptoms of groupthink are increased when each of the following structural
faults of the organization is present prior to and at the outset of the group ' s
deliberations on a policy decision , even when the leader does not want the
members to ...
Page 317
These two men also had private conversations with President Kennedy and were
privy to his personal deliberations , some of which they included in their accounts
of the crisis . Hilsman , as director of intelligence for the State Department , was ...
These two men also had private conversations with President Kennedy and were
privy to his personal deliberations , some of which they included in their accounts
of the crisis . Hilsman , as director of intelligence for the State Department , was ...
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Contents
Why So Many Miscalculations? | 2 |
The Bay of Pigs | 14 |
The Wrong | 48 |
Copyright | |
7 other sections not shown
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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