Why Great Leaders Don't Take Yes for an Answer: Managing for Conflict and Consensus ハードカバー – 2005/6/16
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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.
Michael A. Roberto is a faculty member at the Harvard Business School. He teaches courses on general management, managerial decision making, and business strategy. Professor Roberto's research focuses on strategic decision-making processes and senior management teams. Recently, he has studied why catastrophic group or organizational failures happen, such as the Columbia space shuttle accident and the 1996 Mount Everest tragedy.
Professor Roberto's work has been published in the Harvard Business Review, California Management Review, and The Leadership Quarterly.
He has taught in the leadership development programs at a number of organizations including Morgan Stanley, Mars, The Home Depot, Novartis, and The World Bank. He has also consulted with organizations such as Johnson & Johnson, Lockheed Martin, Corporate Executive Board, and The Advisory Board.
Professor Roberto earned an M.B.A. with High Distinction and a doctorate from the Harvard Business School. While pursuing graduate studies at Harvard, he taught the introductory undergraduate course in economic theory, twice winning Harvard's Allyn Young Prize for Teaching in Economics.
He lives in Holliston, Massachusetts with his wife, Kristin, and his two daughters, Grace and Celia.
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Part Two of the book describes Managing Conflict in detail, using examples to show the importance of candor, how to stimulate the clash of ideas as well as demonstrating techniques to ensure that the conflict is constructive, focusing on seeking the best solutions rather than "affective" (merely a clash of personalities, each seeking to win out over the other).
Part Three, Building Consensus, dissects the indecision process to show how it often is a direct result of the culture that prevents consensus from ever taking place (a culture of no - the decision has already been made, a culture of yes - we pretend to agree, then seek to undermine the decision, or a culture of maybe - we're almost ready to decide, just need a little more information). Roberto completes this section by describing what is a "fair and legitimate" decision-making process as well as focusing on how to reach and sustain closure.
Finally, Part Four speaks of a New Breed of Take-Charge Leader that practices these techniques to promote the best decisions through "leading by restraint." To quote leadership scholar Ronald Heifetz, "In a crisis, we tend to look for the wrong kind of leadership. We call for someone with the answers, decision, strength, and a map of the future, someone who know where we ought to be going -- in short, someone who can make hard problems simple...Instead of looking for saviors, we should be calling for leadership that will challenge use to face problems for which there are no simple, painless solutions -- problems that require use to learn in new ways."
- very inspirational, recommended reading for all people that are interested in decision making process. A lot of examples and case studies.
I'm coming back to this book again and again and I finally bought a hard copy, so I can share it w/ my colleagues.