‘yes’ far too often.
don’t hear bad news until it’s too late. They get groupthink, not reality.They think they’ve achieved consensus,
then find their decisions undermined by colleagues who never really bought in.They become isolated: even high-risk or illegal
actions can go unquestioned. It’s an enormous problem: for leaders, for teams, for
the entire organization. But is it inevitable? Absolutely not!
book, Harvard Business School Professor Michael Roberto shows you how to stimulate dissent and debate to improve your decision
making; he also shows how to keep that conflict constructive. Of course, conflict alone does not produce better decisions and improved results. Leaders need to cultivate debate and simultaneously
build consensus. Strong buy-in paves the way to successful execution. Through fascinating examples from history, including
the Columbia space shuttle disaster and the tragedy on Mount
Everest, the book explores:
How real organizations make real decisions: How the decision process unfolds throughout the organization-not just in
the executive suite
The five myths of executive decision making: Why they’re so dangerous, and how to overcome
How to foster open debate that actually builds long-term consensus: How to achieve “diversity in counsel, unity in command”
How to move to closure: overcoming the inability to decide: Avoiding “analysis paralysis” and other pitfalls
to gain the whole-hearted commitment to act: Addressing hidden doubts that could undermine your final decision
Mike Roberto offers powerful new insights into managing teams, mitigating risk, even promoting ethics through effective
governance. Whether you’re a senior executive or a project team member, this book will help you leverage your team’s immense untapped wisdom
to make better decisions - and get better results.