Why great leaders don't take yes for an answer : managing for conflict and consensus
著者
書誌事項
Why great leaders don't take yes for an answer : managing for conflict and consensus
Prentice Hall, c2005
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注記
Includes bibliographical references (p. 237-270) and index
内容説明・目次
内容説明
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.
目次
Preface.
Acknowledgments.
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.
Appendix Endnotes.
Index.
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