Groupthink: Psychological Studies of Policy Decisions and Fiascoes |
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Page 169
... problems of their own , and their prob- lems cause errors in decision - making that are just as serious as those ... problem - solving group . The members knew they would be working together on additional problems after their three ...
... problems of their own , and their prob- lems cause errors in decision - making that are just as serious as those ... problem - solving group . The members knew they would be working together on additional problems after their three ...
Page 260
... problem of preventing costly miscalculations and lapses from sound thinking in decision - making bodies is ... problem as for any other complicated social problem , such as environmental pollution . F. Kenneth Hare has pointed out that ...
... problem of preventing costly miscalculations and lapses from sound thinking in decision - making bodies is ... problem as for any other complicated social problem , such as environmental pollution . F. Kenneth Hare has pointed out that ...
Page 306
... problem and during their discussion cited significantly more facts from the information made available to them before arriving at a consensus than the teams exposed to the closed leadership style . Longley and Pruitt ( 1980 ) have ...
... problem and during their discussion cited significantly more facts from the information made available to them before arriving at a consensus than the teams exposed to the closed leadership style . Longley and Pruitt ( 1980 ) have ...
Contents
Why So Many Miscalculations? | 2 |
The Bay of Pigs | 14 |
The Wrong | 48 |
Copyright | |
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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