Groupthink: Psychological Studies of Policy Decisions and Fiascoes |
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Page 70
Much of the time the group consensus may be shaped primarily by a highly
directive leader , but the leader himself , as a participant in the group , can be
influenced , like anyone else , when the others happen to arrive at a consensus
that ...
Much of the time the group consensus may be shaped primarily by a highly
directive leader , but the leader himself , as a participant in the group , can be
influenced , like anyone else , when the others happen to arrive at a consensus
that ...
Page 305
Consequently , before any changes in standard operating procedure are put into
operation , they need to be fully explained in a way that will motivate the
participants to give them a fair trial . In - service training courses and
management ...
Consequently , before any changes in standard operating procedure are put into
operation , they need to be fully explained in a way that will motivate the
participants to give them a fair trial . In - service training courses and
management ...
Page 317
Schlesinger ' s account in A Thousand Days is based mainly on documentary
evidence and personal discussions with the participants . Schlesinger was not
present at the Executive Committee meetings during the first five days , when the
...
Schlesinger ' s account in A Thousand Days is based mainly on documentary
evidence and personal discussions with the participants . Schlesinger was not
present at the Executive Committee meetings during the first five days , when the
...
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Contents
Why So Many Miscalculations? | 2 |
The Wrong | 48 |
Or Why the Fortress Slept | 72 |
Copyright | |
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Common terms and phrases
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