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|a UAMI
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|a Kowert, Paul,
|d 1964-
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|a Groupthink or deadlock :
|b when do leaders learn from their advisors? /
|c by Paul A. Kowert.
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|a Albany :
|b State University of New York Press,
|c ©2002.
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|a 1 online resource (xii, 265 pages)
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|a text
|b txt
|2 rdacontent
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|a SUNY series on the presidency
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|a Includes bibliographical references (pages 231-256) and index.
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|a Print version record.
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|g Machine generated contents note:
|g 1.
|t Introduction --
|g 2.
|t Who Learns, and When? --
|g 3.
|t Eisenhower and Reagan: Comparing Learning Styles --
|g 4.
|t Learning --
|g 5.
|t Groupthink --
|g 6.
|t Deadlock --
|g 7.
|t Conclusion.
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|a "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."--Jacket
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|a eBooks on EBSCOhost
|b EBSCO eBook Subscription Academic Collection - Worldwide
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650 |
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0 |
|a Presidents
|z United States
|x Staff.
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650 |
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0 |
|a Presidents
|z United States
|x Decision making.
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650 |
|
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|a Political consultants
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|a Political leadership
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|
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|
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|a POLITICAL SCIENCE
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|i Print version:
|a Kowert, Paul, 1964-
|t Groupthink or deadlock.
|d Albany : State University of New York Press, ©2002
|z 0791452506
|w (DLC) 2001041148
|w (OCoLC)47092085
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830 |
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|a SUNY series in the presidency.
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