Groupthink or Deadlock

When Do Leaders Learn from Their Advisors?

Inbunden, Engelska, 2002

1 209 kr

Tillfälligt slut

Argues that too much advice can lead to policy deadlock depending on leadership style.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.

Produktinformation

Utgivningsdatum2002-01-24
Mått161 x 229 x 21 mm
Vikt490 g
FormatInbunden
SpråkEngelska
SerieSUNY series on the Presidency: Contemporary Issues
Antal sidor275
FörlagState University of New York Press
ISBN9780791452493

Tillhör följande kategorier

Abbreviations Tables and Figures Acknowledgments 1. Introduction Matching Advisors to LeadersDoes Leadership Really Matter?What Is Learning?Conclusion 2. Who Learns, and When? Learning StyleManaging AdvisorsA Theory of Leader-Group RelationsConclusion 3. Eisenhower and Reagan: Comparing Learning Styles The Eisenhower Administration Learning StyleAdvisors The Reagan Administration Learning StyleAdvisors Conclusion 4. Learning Learning In an Open Administration The Fall of Dien Bien PhuAlaskan Statehood Learning In a Closed Administration The International Debt ShockThe Withdrawal from Lebanon Conclusion 5. Groupthink Balance of Payments DeficitsMcCarthyismConclusion 6. Deadlock The Budget DeficitThe Iran-Contra AffairConclusion 7. Conclusion The Politics of AdviceWhy Learn? Notes Bibliography Index

"This book raises an important theoretical point that has not been well explored in the literature on presidential decision-making. Kowert has made a genuine contribution not only with his discussion of how 'open' leaders fare in closed groups, but how 'closed' leaders fare in open groups." — John P. Burke, author of Presidential Transitions: From Politics to Practice"This is a solid contribution to the well-established genre of case-based explorations of presidential decision-making. The author's pairing of Eisenhower and Reagan provides a new twist. I commend Kowert for tackling a theoretically rich research question." — Brian D. Ripley, Mercyhurst College