Profiting from the Clash of Ideas
Constructive Conflict Leads to Better Decisions and Results
Business & Finance, Management & Leadership, Leadership
| Author: | Michael A. Roberto | ISBN: | 9780137040346 |
| Publisher: | Pearson Education | Publication: | October 12, 2009 |
| Imprint: | FT Press | Language: | English |
| Author: | Michael A. Roberto |
| ISBN: | 9780137040346 |
| Publisher: | Pearson Education |
| Publication: | October 12, 2009 |
| Imprint: | FT Press |
| Language: | English |
This Element is an excerpt from Why Great Leaders Don't Take Yes for an Answer: Managing for Conflict and Consensus (ISBN: 9780137000630) by Michael A. Roberto. Available in print and digital formats.
Use constructive conflict to drive better decision-making, greater innovation, and real competitive advantage.
If an organization is saddled with a culture of polite talk, superficial congeniality, and low psychological safety, how can a leader spark greater candor? What tools can leaders employ to ignite a lively, constructive scuffle? Let’s examine how one chief executive created a decision process that was “confrontational by design.”
This Element is an excerpt from Why Great Leaders Don't Take Yes for an Answer: Managing for Conflict and Consensus (ISBN: 9780137000630) by Michael A. Roberto. Available in print and digital formats.
Use constructive conflict to drive better decision-making, greater innovation, and real competitive advantage.
If an organization is saddled with a culture of polite talk, superficial congeniality, and low psychological safety, how can a leader spark greater candor? What tools can leaders employ to ignite a lively, constructive scuffle? Let’s examine how one chief executive created a decision process that was “confrontational by design.”
