Groupthink: Psychological Studies of Policy Decisions and Fiascoes |
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Page 36
... feel that somehow the group is a supergroup , capable of surmounting all risks that stand in the way of carrying out any desired course of action : " Nothing can stop us ! " Athletic teams and military combat units may often benefit ...
... feel that somehow the group is a supergroup , capable of surmounting all risks that stand in the way of carrying out any desired course of action : " Nothing can stop us ! " Athletic teams and military combat units may often benefit ...
Page 115
... feel at home , providing he lived up to two restrictions : first , that he did not voice his doubts to outsiders and thus play into the hands of the op- position ; and second , that he kept his criticisms within the bounds of accept ...
... feel at home , providing he lived up to two restrictions : first , that he did not voice his doubts to outsiders and thus play into the hands of the op- position ; and second , that he kept his criticisms within the bounds of accept ...
Page 246
... feel more accepted by the others — a feature that is usu- ally associated with increased group cohesiveness - he acquires greater freedom to say what he really thinks . Dittes and Kelley , for example , discovered in a social ...
... feel more accepted by the others — a feature that is usu- ally associated with increased group cohesiveness - he acquires greater freedom to say what he really thinks . Dittes and Kelley , for example , discovered in a social ...
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