Book description
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.
Product information
- Title: Why Great Leaders Don't Take Yes for an Answer: Managing for Conflict and Consensus
- Author(s):
- Release date: June 2005
- Publisher(s): Pearson
- ISBN: 9780131454392
You might also like
book
Why Great Leaders Don’t Take Yes for an Answer: Managing for Conflict and Consensus, Second Edition
Make better decisions! Michael A. Roberto will help you achieve deeper consensus, get past groupthink and …
book
Boundaries for Leaders - Results, Relationships, and Being Ridiculously in Charge
The coauthor of the classic bestseller Boundaries, with over 2 million copies sold, and an expert …
book
Humanize: How People-Centric Organizations Succeed in a Social World
A practical guide for realizing the true potential of social media—not for marketing, but for leadership. …
book
Leadership Sustainability: Seven Disciplines to Achieve the Changes Great Leaders Know They Must Make
MAKE YOUR LEADERSHIP EFFORTS STICK Every day, thousands of people put great effort--and money--into becoming more …
