Why Great Leaders Don't Take Yes for an Answer: Managing for Conflict and Consensus (Google eBook)

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Pearson Education, Jun 6, 2005 - Business & Economics - 304 pages
6 Reviews

Harvard Business School's Michael Roberto draws on powerful decision-making case studies from every walk of life, showing how to promote honest, constructive dissent and skepticism; use it to improvedecisions;and alignorganizations behind those decisions. Learn from disasters like the Space Shuttle Columbia and JFK's Bay of Pigs Invasion, from successes like Sid Caesar and Bill Parcells, from George W. Bush's decision-making after 9/11. Roberto complements his compelling case studies with extensive new research on executive decisionmaking. Discover how to test and probea management team; when 'yes' means 'yes' and when it doesn't; and how to build real consensus that leads to action. Gain important new insights into managing teams, mitigating risk, promoting corporate ethics, and much more.

  

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LibraryThing Review

User Review  - phoenixcomet - LibraryThing

An excellent argument for encouraging constructive conflict in the workplace. Interesting to read, but I believe potentially difficult to implement. From a managerial perspective, however, well worth trying, especially if the workplace is particularly stale. Read full review

Review: Why Great Leaders Don't Take Yes for an Answer: Managing for Conflict and Consensus

User Review  - Mark Thompson - Goodreads

Decisions are often made so quickly that we never consider the process. It's a slow read, but a good read. Really makes you think the next time you sit in a meeting where a decision has to be made ... Read full review

Contents

Preface
Acknowledgments
Part ILeading the Decision Process
1The Leadership Challenge
2Deciding How to Decide
Part IIManaging Conflict
3An Absence of Candor
4Stimulating the Clash of Ideas
Part IIIBuilding Consensus
6The Dynamics of Indecision
7Fair and Legitimate Process
8Reaching Closure
Part IVA New Breed of TakeCharge Leader
9Leading with Restraint
Endnotes
Index

5Keeping Conflict Constructive

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About the author (2005)

Michael A. Roberto is a faculty member at the Harvard Business School. He teaches courses on general management, managerial decision making, and business strategy. Professor Roberto's research focuses on strategic decision-making processes and senior management teams. Recently, he has studied why catastrophic group or organizational failures happen, such as the Columbia space shuttle accident and the 1996 Mount Everest tragedy.

Professor Roberto's work has been published in the Harvard Business Review, California Management Review, and The Leadership Quarterly.

He has taught in the leadership development programs at a number of organizations including Morgan Stanley, Mars, The Home Depot, Novartis, and The World Bank. He has also consulted with organizations such as Johnson & Johnson, Lockheed Martin, Corporate Executive Board, and The Advisory Board.

Professor Roberto earned an M.B.A. with High Distinction and a doctorate from the Harvard Business School. While pursuing graduate studies at Harvard, he taught the introductory undergraduate course in economic theory, twice winning Harvard's Allyn Young Prize for Teaching in Economics.

He lives in Holliston, Massachusetts with his wife, Kristin, and his two daughters, Grace and Celia.


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