Why Great Leaders Don't Take Yes for an Answer: Managing for Conflict and Consensus
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 improve decisions; and align organizations 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 probe a 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 ReviewUser 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
LibraryThing ReviewUser Review - PointedPundit - LibraryThing
A Pernicious and Perennial Problem Last fall, following 86 years of heartache, the Boston Red Sox won the World Series. Two months later, Theo Epstein, the teamís general manager, opted on to met a ... Read full review