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How leaders can get the real truth, build real consensus, and drive real action.
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.
Author's Site -- Visit Michael Roberto's web site
Links to articles by and about Michael A. Roberto
Harvard Business School, Working Knowledge for Business Leaders: Related Features on Michael A. Roberto
Fast Company: How to Get Bad News to the Top
Boston.com/Boston Globe: Bill Belichick, CEO
MIT Sloan Management Review: The Principles of Decision-Making
National Defense Magazine: Defense Consolidation Has Disappointed Shareholders
Ivey Business Journal: Making Difficult Decisions in Turbulent Times
Group & Organization Management: Strategic Decision-Making Process: Beyond the Efficiency-Consensus Trade-Off
Management Decision: The stable core and dynamic periphery in top management teams
HBS Bulletin, September 2004: Tracking a Turnaround: The Story of a CEO and a Hospital in Trouble
HBS Bulletin, March 2005: Facing Ambiguity: Columbia's Final Mission
HBS Bulletin, June 2002: Faculty Debates Lessons from Enron's Collapse
Sample Chapter - 109 KB -- Chapter 1: The Leadership Challenge
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.