Why Great Leaders Don't Take Yes for an Answer: Managing for Conflict and Consensus
| Author | : | |
| Rating | : | 4.42 (964 Votes) |
| Asin | : | 0137000634 |
| Format Type | : | paperback |
| Number of Pages | : | 304 Pages |
| Publish Date | : | 2013-09-08 |
| Language | : | English |
DESCRIPTION:
Extremely Sharp Look Into Conflict as the Basis of Effective Leadership Ed Uyeshima The value placed on conformity within companies has been the traditional norm, though it is almost subliminally stated in passive language that emphasizes adhering to a certain set of corporate values. Take a look at a film like Billy Wilder's "The Apartment" if you want historic. Strategies for the serious leader One of the most common problems of business and committees is the tendency of the members of the committee to say "yes" to whatever the owners or upper management proposes. In a company where career paths can be sidetracked quickly by not supporting your superior it is the only a. Turgay BUGDACIGIL said The Five Myths and Realities of Executive Decision Making. “In this book, I make two fundamental arguments with regard to how leaders can enhance the quality of their decision-making processes.” Michael A. Roberto writes, “First, leaders must cultivate constructive conflict so as to enhance the level of critical and div
All rights reserved.. 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
All rights reserved. The book is aimed primarily at a business executive audience, and other readers may get lost. But managers who must lead a group through a plan of action will surely benefit from Roberto's process-centered approach. Copyright © Reed Business Information, a division of Reed Elsevier Inc. Kennedy's management the Cuban Missile Crisis-Roberto enlivens his primary thesis that failed leadership often fixates "on the question 'What decision should I make?' rather than asking 'How should I go about making the decision?'" With each case study Roberto points out where the process went awry and nimbly indicates how the lessons learned can be applied to any business decision. From Publishers Weekly In this highly readable volume, Harvard Business School professo
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.. 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