- Author:Paul A. Kowert
- Publisher:SUNY Press (January 24, 2002)
- Pages:275 pages
- Subcategory:Politics & Government
- FB2 format1796 kb
- ePUB format1415 kb
- DJVU format1903 kb
- Formats:txt lrf lit mobi
Article in Presidential Studies Quarterly 33(1):251-253 · March 2003 with 75 Reads.
Article in Presidential Studies Quarterly 33(1):251-253 · March 2003 with 75 Reads. How we measure 'reads'. There is a particular focus on the challenges of responding to stress and avoiding a series of pathological behaviours (Janis and Mann 1977; George 1986; Flin 1996); engaging with advisors and colleagues in such a way as to overcome a number of potential decision biases and dysfunctions (Janis 1982; 't Hart 1994; Kowert 2002), and on the role.
Groupthink or Deadlock explores these dual problems in the Eisenhower . 15. MANAGING ADVISORS. 19. Alaskan Statehood.
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. 73. Learning in a closed administration. 78. The International Debt Shock.
Groupthink or deadlock. GROUPTHINK OR DEADLOCK When Do Leaders Learn from Their Advisors? By Paul A. Kowert. On the occasions when Eisenhower failed to learn, discussed in chapter 5, his decision process closely resembled the pattern of groupthink described by Janis. When Reagan was most unable to learn seemingly apparent lessons (chapter 6), the problem was not too much cohesion among advisors but rather too little-a situation that might be described as deadlock. Does leadership really matter?
Groupthink or Deadlock book.
Groupthink or Deadlock book. On the other hand, what Professor Kowert terms closed leaders often desire harmonious advisors who more or less agree on the basic policies-in other words, groupthink is a normal part of the policymaking process. When advisors disagree on policy, closed leaders do not benefit from open discussion, but rather, suffer from deadlock where policy is allowed to drift without any guidance.
Argues that too much advice can lead to policy deadlock depending on leadership style. ISBN13:9780791452509. Release Date:April 2002.
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Groupthink or Deadlock: When Do Leaders Learn from Their Advisors? (Su.
Groupthink or Deadlock: When Do Leaders Learn from Their Advisors? Paul Kowert. Download (pdf, . 5 Mb) Donate Read. Epub FB2 mobi txt RTF. Converted file can differ from the original. If possible, download the file in its original format.
Series: SUNY Series In The Presidency. Role of the United States in the Vietnam War. ▾Book descriptions. Library descriptions. No library descriptions found. LibraryThing members' description.
Similar to ‘t Hart, Paul Kowert scrutinizes groupthink through a different lens, but instead, puts greater emphasis on the leader’s learning process and its . Groupthink or deadlock: when do leaders learn from their advisors? Albany: State University of New York Press, 2002
Kowert’s definition of learning is twofold; the first is of procedural nature to gain knowledge about something through experience while the other is more evaluative to learn is a synonym to know. Groupthink or deadlock: when do leaders learn from their advisors? Albany: State University of New York Press, 2002.
SUNY Series on the Presidency : Contemporary Issues. Organizing the Presidency. Subjects: Presidents United States Staff. Presidents United States Decision making. Political consultants United States. Political leadership United States. United States Politics and government 1953-1961. United States Politics and government 1981-1989. The Nerve Center : Lessons in Governing from the White House Chiefs of Staff. To Serve the President : Continuity and Innovation in the White House Staff. by: Patterson, Bradley H. Published: (2008).