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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

really liked it 4.00  ·  Rating Details  ·  54 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 improvedecisions;and alignorganizations behind those decisions. Learn from disasters like the Space Shuttle Columbia and JFK's Bay of Pigs Invasion, from successes like Sid Caesar and ...more
Paperback, 278 pages
Published June 16th 2005 by Pearson Prentice Hall (first published June 6th 2005)
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Leader Summaries
Aug 04, 2014 Leader Summaries rated it it was amazing
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
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Robert
Jul 25, 2008 Robert rated it it was amazing  ·  review of another edition
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
...more
Jason
Jul 28, 2013 Jason rated it really liked it  ·  review of another edition
Shelves: management
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
Jul 28, 2014 Mark Thompson rated it really liked it  ·  review of another edition
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?
Rickey
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
Jun 02, 2010 Don Hernand rated it it was amazing  ·  review of another edition
Kereen...bagus bgt bwt leadership...yg melawan arus menuju pada brightest idea...Let's more often say No, I have a better idea...
Tommy
An excellent read from a wicked smart guy. A Roberto in every organization would guide many outstanding decisions.
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