Groupthink: Psychological Studies of Policy Decisions and Fiascoes |
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Page 5
Conformity to group norms In studies of social clubs and other small groups ,
conformity pressures > have frequently been observed . Whenever a member
says something that sounds out of line with the group ' s norms , the other
members at ...
Conformity to group norms In studies of social clubs and other small groups ,
conformity pressures > have frequently been observed . Whenever a member
says something that sounds out of line with the group ' s norms , the other
members at ...
Page 249
... to encourage open , unbiased inquiry into the available alternatives ; ( 3 ) the
organization to which the cohesive decisionmaking group is responsible does
not have previously established norms requiring the members to adopt
methodical ...
... to encourage open , unbiased inquiry into the available alternatives ; ( 3 ) the
organization to which the cohesive decisionmaking group is responsible does
not have previously established norms requiring the members to adopt
methodical ...
Page 258
misgivings . The greater the dependence , the stronger will be the motivation to
adhere to the group ' s norms . One of the norms that is likely to become dominant
under conditions of high external or internal stress involves living up to a mutual ...
misgivings . The greater the dependence , the stronger will be the motivation to
adhere to the group ' s norms . One of the norms that is likely to become dominant
under conditions of high external or internal stress involves living up to a mutual ...
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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