00831cam1 22002293 450 SON000730520240221120446.020031125g00009999|||||ita|0103 baitaITStoria ed esempi della letteratura italianaad uso delle scuole normali, degli istituti tecnici e delle scuole affiniEnrico CarraraMilanoCarlo Signorelli Editorev.21 cm001SOBE000464272000 <<2: Il >>Trecento / Enrico Carrara001SOBE000791592000 <<7: L'>>Ottocento / Enrico CarraraCarrara, EnricoAF00014165070179577ITUNISOB20240221RICASON0007305M 102 Monografia moderna SBNMStoria ed esempi della letteratura italiana158601UNISOB03271nam 2200721Ia 450 991095973260332120200520144314.09780791489208079148920597805854552800585455287(CKB)111087027854196(OCoLC)61367504(CaPaEBR)ebrary10587249(SSID)ssj0000165955(PQKBManifestationID)11155357(PQKBTitleCode)TC0000165955(PQKBWorkID)10147043(PQKB)10141504(MiAaPQ)EBC3408050(OCoLC)52588917(MdBmJHUP)muse5839(Au-PeEL)EBL3408050(CaPaEBR)ebr10587249(DE-B1597)682140(DE-B1597)9780791489208(Perlego)2672282(EXLCZ)9911108702785419620010604d2002 ub 0engurcn|||||||||txtccrGroupthink or deadlock when do leaders learn from their advisors? /by Paul A. KowertAlbany State University of New York Pressc20021 online resource (278 p.) SUNY series on the presidencyBibliographic Level Mode of Issuance: Monograph9780791452493 0791452492 Includes bibliographical references (p. 231-256) and index.Front Matter -- Contents -- Abbreviations -- Tables and Figures -- Acknowledgments -- Introduction -- Who Learns, and When? -- Eisenhower and Reagan: Comparing Learning Styles -- Learning -- Groupthink -- Deadlock -- Conclusion -- Notes -- Bibliography -- IndexThe 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.PresidentsUnited StatesStaffPresidentsUnited StatesDecision makingPolitical consultantsUnited StatesPolitical leadershipUnited StatesUnited StatesPolitics and government1953-1961United StatesPolitics and government1981-1989PresidentsStaff.PresidentsDecision making.Political consultantsPolitical leadership352.23/233/0973Kowert Paul1964-1811397MiAaPQMiAaPQMiAaPQBOOK9910959732603321Groupthink or deadlock4365950UNINA