Why Great Leaders Don't Take Yes for an Answer: Managing for Conflict and Consensus
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...
| Corporate Authors: | , |
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| Other Authors: | , |
| Format: | eBook |
| Language: | Inglés |
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[Place of publication not identified]
Wharton School Publishing
2005
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| Edition: | 1st edition |
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| See on Biblioteca Universitat Ramon Llull: | https://discovery.url.edu/permalink/34CSUC_URL/1im36ta/alma991009627179906719 |
| Summary: | 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. |
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| Item Description: | Bibliographic Level Mode of Issuance: Monograph |
| Physical Description: | 1 online resource (xxiv, 278 p. ) ill Available also in a print edition |
| Bibliography: | Includes bibliographical references (p. 237-270) and index. |
| ISBN: | 9789861544144 9781281068194 9786611068196 9780132045070 |
