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

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

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How leaders can get the real truth, build real consensus, and drive real action.

  •  Leverage the wisdom of your entire organization to make more effective decisions.
  • When “yes” doesn’t mean “yes”: discovering and addressing the hidden doubts that can sabotage your success
  • Better decision-making processes: lessons from business, the military, mountain climbing, even the White House.

Description

  • Copyright 2005
  • Edition: 1st
  • Premium Website
  • ISBN-10: 0-13-145439-0
  • ISBN-13: 978-0-13-145439-2

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.

Extras

Author's Site

Author's Site -- Visit Michael Roberto's web site

Links

Links to articles by and about Michael A. Roberto


Harvard Business School, Working Knowledge for Business Leaders: Related Features on Michael A. Roberto
hbswk.hbs.edu/faculty.jhtml?t=mroberto

Fast Company: How to Get Bad News to the Top
www.fastcompany.com/online/62/badnews.html

Boston.com/Boston Globe: Bill Belichick, CEO
www.boston.com/business/globe/articles/-
2004/01/28/bill_belichick_ceo/

MIT Sloan Management Review: The Principles of Decision-Making
www.sloanreview.mit.edu/smr/issue/2002/spring/1h/

National Defense Magazine: Defense Consolidation Has Disappointed Shareholders
www.nationaldefensemagazine.org/issues/-
2000/Oct/Defense_Consolidation.htm

Ivey Business Journal: Making Difficult Decisions in Turbulent Times
www.iveybusinessjournal.com/view_article.asp?-
intArticle_ID=349

Group & Organization Management: Strategic Decision-Making Process: Beyond the Efficiency-Consensus Trade-Off
gom.sagepub.com/cgi/content/refs/29/6/625

Management Decision: The stable core and dynamic periphery in top management teams
ariel.emeraldinsight.com/vl=11989133/cl=41/-
nw=1/fm=docpdf/rpsv/cw/mcb/00251747/v41n2/s1/p120

HBS Bulletin, September 2004: Tracking a Turnaround: The Story of a CEO and a Hospital in Trouble
www.alumni.hbs.edu/bulletin/2004/september/-
ideas_caseworks.html

HBS Bulletin, March 2005: Facing Ambiguity: Columbia's Final Mission
www.alumni.hbs.edu/bulletin/2005/march/-
ideas_caseworks.html

HBS Bulletin, June 2002: Faculty Debates Lessons from Enron's Collapse
www.alumni.hbs.edu/bulletin/2002/june/update.html#e

Sample Content

Online Sample Chapter

Why Great Leaders Don't Take Yes for an Answer: The Leadership Challenge

Downloadable Sample Chapter

Sample Chapter - 109 KB -- Chapter 1: The Leadership Challenge

Table of Contents

Preface.

Acknowledgments.

I. LEADING THE DECISION PROCESS.

1. The Leadership Challenge.

2. Deciding How to Decide.

II. MANAGING CONFLICT.

3. An Absence of Candor.

4. Stimulating the Clash of Ideas.

5. Keeping Conflict Constructive.

III. BUILDING CONSENSUS.

6. The Dynamics of Indecision.

7. Fair and Legitimate Process.

8. Reaching Closure.

IV. A NEW BREED OF TAKE-CHARGE LEADER.

9. Leading with Restraint.

Appendix Endnotes.

Index.

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