Groupthink or Deadlock: When Do Leaders Learn from Their Advisors?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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... Balance of Payments Deficits 99 McCarthyism 112 Conclusion 122 6. Deadlock 125 The Budget Deficit The Iran - Contra Affair 127 135 Conclusion 147 7. Conclusion 151 The Politics of Advice 153 Why Learn ? 165 Notes 169 Bibliography 231 ...
... Balance of Payments Deficits 99 McCarthyism 112 Conclusion 122 6. Deadlock 125 The Budget Deficit The Iran - Contra Affair 127 135 Conclusion 147 7. Conclusion 151 The Politics of Advice 153 Why Learn ? 165 Notes 169 Bibliography 231 ...
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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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Groupthink or Deadlock: When Do Leaders Learn from Their Advisors? Paul A. Kowert Begränsad förhandsgranskning - 2012 |
Groupthink or Deadlock: When Do Leaders Learn from Their Advisors? Paul Kowert Begränsad förhandsgranskning - 2002 |
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administration's advi advice advisory groups Alaska Alaskan statehood Ambrose American April Baker balance of payments behavior budget deficits Cabinet Cannon Carter CFEP chapter chief of staff closed leaders Cognitive Congress congressional consensus crisis critical deadlock Deaver debate decision defense diary entry Dien Bien Phu discussion Dulles Dwight Dwight Eisenhower Eisen Eisenhower and Reagan Eisenhower's foreign aid Foreign Policy French George Greenstein Groupthink Hagerty hower Humphrey Ibid important Indochina international debt intervention Iran Iran-Contra affair issues Janis Journal of Personality learning style Lebanon locus of control managed McCarthy McCarthy's McCarthyism Meese ment military Nancy Reagan national security Nixon open leaders Operation Vulture Organization Personality and Social Poindexter policymaking political President Reagan president's problem quoted Reagan administration Richard Ronald Reagan secretary Sherman Adams Shultz Social Psychology Stockman tion Tower Commission Tower Commission Report Treasury United University Press Washington Weinberger White House Whitman File York