Groupthink or Deadlock

When Do Leaders Learn from Their Advisors?

AvPaul A. Kowert

Häftad, Engelska, 2002

Del i serien SUNY series on the Presidency: Contemporary Issues

377 kr

Tillfälligt slut

Fler format och utgåvor

Inbunden

Tillf. slut

Beskrivning

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

Utgivningsdatum:2002-01-24
Mått:149 x 226 x 20 mm
Vikt:372 g
Format:Häftad
Språk:Engelska
Serie:SUNY series on the Presidency: Contemporary Issues
Antal sidor:275
Förlag:State University of New York Press
ISBN:9780791452509

Utforska kategorier

Statsvetenskap och politisk teori inom Samhälle och politik

Mer om författaren

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

Recensioner i media

"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

Innehållsförteckning

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