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Why Great Leaders Don't Take Yes for an Answer: Managing for Conflict and Consensus
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Why Great Leaders Don't Take Yes for an Answer: Managing for Conflict and Consensus

4.0 of 5 stars 4.00  ·  rating details  ·  49 ratings  ·  7 reviews

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

Hardcover, 304 pages
Published June 16th 2005 by Wharton School Publishing (first published June 6th 2005)
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Leader Summaries
Desde Leader Summaries recomendamos la lectura del libro El sí no es suficiente, de Michael A. Roberto.
Las personas interesadas en las siguientes temáticas lo encontrarán práctico y útil: habilidades directivas, analizar y tomar decisiones, dirigir reuniones eficaces.
En el siguiente enlace tienes el resumen del libro El sí no es suficiente, Una guía para dirigir el proceso de toma de decisiones en una organización: El sí no es suficiente
Why Great Leaders Don’t Take Yes for an Answer: Managing for Conflict and Consensus
Michael A. Roberto
Wharton School Publishing

Roberto carefully organizes his material within four Parts. In Chapters 1 and 2, he provides "a conceptual framework for thinking about how to diagnose, evaluate, and improve strategic decision-making processes. Then in Chapters 3-5, Roberto focuses on the task of managing conflict (e.g. factors that can inhibit candid dialogue and debate). Next, in Chapters 6-8, he conce
As a new manager in a R&D company, I found the ideas presented here to be insightful and straightforward. I have already started to experiment with some techniques outlined here on my own team. For instance, the Eisenhower approach of converging to agreement through series of small gains is a simple idea that has been very useful for me. I highly recommend this to anyone that works in a field where a battle of ideas can not (or should not) be avoided.
Mark Thompson
Decisions are often made so quickly that we never consider the process. It's a slow read, but a good read. Really makes you think the next time you sit in a meeting where a decision has to be made; you begin to read others body language and how they react, the questions that are asked, and how the final decision comes about. How does your company make decisions?
Maybe there's a time for yes, and. And maybe there's a time to look for who's in the no.

I am looking forward to reading this. It reminds me, conceptually, of the book A Complaint Is a Gift.
Don Hernand
Kereen...bagus bgt bwt leadership...yg melawan arus menuju pada brightest idea...Let's more often say No, I have a better idea...
An excellent read from a wicked smart guy. A Roberto in every organization would guide many outstanding decisions.
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The Art Of Critical Decision Making (Great Courses, #5932) Know What You Don't Know: How Great Leaders Prevent Problems Before They Happen The Art of Critical Decision Making (The Great Courses) From Problem-Solving to Problem-Finding: Great Leaders Know How to Detect Smoke, Not Just Raging Fires Profiting from the Clash of Ideas: Constructive Conflict Leads to Better Decisions and Results

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