Why Great Leaders Don't Take Yes for An Answer
Managing for Conflict and ConsensusBook - 2005
In this book, Harvard Business School Professor Michael Roberto shows you how to stimulate dissent and debate to improve your decision making; he also shows how to keep that conflict constructive. Of course, conflict alone does not produce better decisions and improved results. Leaders need to cultivate debate and simultaneously build consensus. Strong buy-in paves the way to successful execution. Through examples from history, including the Columbia space shuttle disaster and the tragedy on Mount Everest, the book explores: how real organizations make real decisions; how the decision process unfolds throughout the organization-not just in the executive suite; the five myths of executive decision making; why they're so dangerous, and how to overcome them; how to foster open debate that actually builds long-term consensus; how to achieve diversity in counsel, unity in command; how to move to closure: overcoming the inability to decide; avoiding analysis paralysis ...
Publisher: Upper Saddle River, N.J. : Wharton School Pub., c2005
Branch Call Number: 658.4053 ROB 2005
Characteristics: xxiv, 278 p. : ill. ; 24 cm