Groupthink or Deadlock: When Do Leaders Learn from Their Advisors?

Framsida
SUNY Press, 24 jan. 2002 - 265 sidor
The danger of groupthink is now standard fare in leadership training programs and a widely accepted explanation, among political scientists, for policy-making fiascoes. Efforts to avoid groupthink, however, can lead to an even more serious problem deadlock. Groupthink or Deadlock explores these dual problems in the Eisenhower and Reagan administrations and demonstrates how both presidents were capable of learning and consequently changing their policies, sometimes dramatically, but at the same time doing so in characteristically different ways. Kowert points to the need for leaders to organize their staff in a way that fits their learning and leadership style and allows them to negotiate a path between groupthink and deadlock.

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Introduction
3
MATCHING ADVISORS TO LEADERS
4
DOES LEADERSHIP REALLY MATTER?
7
WHAT IS LEARNING?
9
CONCLUSION
11
Who Learns and When?
13
LEARNING STYLE
17
MANAGING ADVISORS
21
The Fall of Dien Bien Phu
66
Alaskan Statehood
75
LEARNING IN A CLOSED ADMINISTRATION
80
The International Debt Shock
81
The Withdrawal from Lebanon
90
Groupthink
99
BALANCE OF PAYMENTS DEFICITS
101
MCCARTHYISM
114

A THEORY OF LEADERGROUP RELATIONS
25
CONCLUSION
30
Eisenhower and Reagan Comparing Learning Styles
33
THE EISENHOWER ADMINISTRATION
35
Learning Style
37
Advisors
42
THE REAGAN ADMINISTRATION
48
Learning Style
49
Advisors
54
CONCLUSION
59
Learning
63
LEARNING IN AN OPEN ADMINISTRATION
64
CONCLUSION
122
Deadlock
125
THE BUDGET DEFICIT
127
THE IRANCONTRA AFFAIR
135
CONCLUSION
147
Conclusion
151
THE POLITICS OF ADVICE
153
WHY LEARN?
163
Notes
167
Bibliography
229
Index
255
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Om författaren (2002)

Paul A. Kowert is Assistant Professor of International Relations at Florida International University, and coeditor of International Relations in a Constructed World.

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