Why Great Leaders Don't Take Yes for an Answer

Managing for Conflict and Consensus

Business & Finance, Management & Leadership, Leadership
Cover of the book Why Great Leaders Don't Take Yes for an Answer by Michael A. Roberto, Pearson Education
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Author: Michael A. Roberto ISBN: 9780132716468
Publisher: Pearson Education Publication: June 6, 2005
Imprint: FT Press Language: English
Author: Michael A. Roberto
ISBN: 9780132716468
Publisher: Pearson Education
Publication: June 6, 2005
Imprint: FT Press
Language: English

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.

View on Amazon View on AbeBooks View on Kobo View on B.Depository View on eBay View on Walmart

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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