I can't help reading the book for the "information connections". I am also looking for organizational foul-ups which may have contributed to people at the top making decisions based on either the "wrong" information or based on interpretation of data and events through a particular filter.

According to Ricks's book, throughout the post-invasion period the "bad news" was often filtered out as it made its way to the top decision makers in the Pentagon. I think we might try to extend Dick Richards' ideas of telling the truth to include advice or techniques non-management types can follow to get the 'bad news' to decision makers. This is often very hard work as it takes, sometimes, a lot of research and argument to convince a manager that his interpretation of an event is not complete.