Ebook Why Great Leaders Don't Take Yes for an Answer: Managing for Conflict and Consensus, by Michael A. Roberto
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Why Great Leaders Don't Take Yes for an Answer: Managing for Conflict and Consensus, by Michael A. Roberto
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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.
- Sales Rank: #63353 in Books
- Published on: 2005-06-16
- Original language: English
- Number of items: 1
- Dimensions: 9.10" h x 1.10" w x 6.00" l, 1.15 pounds
- Binding: Hardcover
- 304 pages
From Publishers Weekly
In this highly readable volume, Harvard Business School professor Roberto demonstrates that the key to making successful strategic business decisions lies in the decision-making process itself. Through nine refreshingly jargon-free chapters, along with helpful graphs and charts, Roberto argues that "good process entails the astute management of the social, political and emotional aspects of decision making." Persuasively employing case studies-from an analysis of the 2003 Columbia space shuttle disaster to the deadly 1996 accident atop Mount Everest to John F. Kennedy's management the Cuban Missile Crisis-Roberto enlivens his primary thesis that failed leadership often fixates "on the question 'What decision should I make?' rather than asking 'How should I go about making the decision?'" With each case study Roberto points out where the process went awry and nimbly indicates how the lessons learned can be applied to any business decision. He explains how to effectively make and implement a final decision and how to efficiently handle groupthink, "yes men" and those who offer nothing but negative criticisms. The book is aimed primarily at a business executive audience, and other readers may get lost. But managers who must lead a group through a plan of action will surely benefit from Roberto's process-centered approach.
Copyright © Reed Business Information, a division of Reed Elsevier Inc. All rights reserved.
From the Back Cover
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.
About the Author
Michael A. Roberto is a faculty member at the Harvard Business School. He teaches courses on general management, managerial decision making, and business strategy. Professor Roberto's research focuses on strategic decision-making processes and senior management teams. Recently, he has studied why catastrophic group or organizational failures happen, such as the Columbia space shuttle accident and the 1996 Mount Everest tragedy.
Professor Roberto's work has been published in the Harvard Business Review, California Management Review, and The Leadership Quarterly.
He has taught in the leadership development programs at a number of organizations including Morgan Stanley, Mars, The Home Depot, Novartis, and The World Bank. He has also consulted with organizations such as Johnson & Johnson, Lockheed Martin, Corporate Executive Board, and The Advisory Board.
Professor Roberto earned an M.B.A. with High Distinction and a doctorate from the Harvard Business School. While pursuing graduate studies at Harvard, he taught the introductory undergraduate course in economic theory, twice winning Harvard's Allyn Young Prize for Teaching in Economics.
He lives in Holliston, Massachusetts with his wife, Kristin, and his two daughters, Grace and Celia.
© Copyright Pearson Education. All rights reserved.
Most helpful customer reviews
30 of 30 people found the following review helpful.
Extremely Sharp Look Into Conflict as the Basis of Effective Leadership
By Ed Uyeshima
The value placed on conformity within companies has been the traditional norm, though it is almost subliminally stated in passive language that emphasizes adhering to a certain set of corporate values. Take a look at a film like Billy Wilder's "The Apartment" if you want historical validation of this perspective or even this year's piercing documentary, "Enron: The Smartest Guys in the Room", if you want a more current example. In direct contrast and in a most refreshing manner, Michael A. Roberto, a Harvard Business School professor, describes the toll on organizations when leaders fail to create an atmosphere that invites dissent. In compelling examples ranging from the Cuban missile crisis to the Columbia space shuttle tragedy, he clearly outlines concrete steps that managers at all levels can take to spark positive conflict and make sure that all views get a fair hearing. Moreover, Roberto outlines a fair and open process for making more effective decisions.
It is not too surprising how pervasive a "no" organization exists in today's economy given the conservative measures taken by leadership to maintain their power base and wealth. Such companies do not employ dissenting voices as a means of encouraging divergent thinking. Instead, they enable those who disagree with a proposal to shut off dialogue and discourage interesting avenues of inquiry. Such cultures do not provide an incentive for dissenters to defend their views with data and logic or even more importantly, explain how their objections are consistent with organization-wide goals as opposed to the interests of their more immediate divisions. As Enron proved, a culture of "no" enables those with the most power or the loudest voice to impose their will. Roberto points out that the first barrier leaders need to recognize is that expressing dissent can be very difficult and uncomfortable for lower-level managers and employees. Consequently, rather than waiting for dissent to come to them, leaders need to actively seek it out in their organizations. Searching for constructive dissidents remains at odds with the existence of passive leadership since by its nature, it constitutes a substantial barrier to candid dialogue and debate within organizations.
Analysis paralysis can fossilize a company more focused on improving quarterly results. Nearly all decisions made by an organization are analyzed by whether they worked or not, which redirects the focus to one of trying to choose the "right outcome". As an alternative, Roberto focuses on how to form the right environment to allow good decisions to be made. For example, the role of Morton Thiokol in the Columbia space shuttle accident shows how the environment surrounding key decisions led to outcomes that varied greatly in their effectiveness. Roberto advocates a consensus style of decision making where all issues are openly discussed and debated without worry of political ramifications. As most of us know who have struggled in a corporate environment, implementation of such practices can be onerous. Whether through either forceful personality or complete abdication of responsibility, too many important decisions are hamstrung by lack of input due to fear or intimidation.
Roberto's techniques really show how a leader can learn to structure an organization to get the type of free-flowing information exchange that ensures all information is available prior to a choice being made. Leaders can and should take concrete steps to build conflict into their decision-making processes. Roberto has some excellent tips for moving in this direction, for example, asking a set of managers to role-play the firm's competitors in a series of meetings so as to surface and test a set of core strategic assumptions. Another good one is assigning someone to play the devil's advocate so as to ensure that a thorough critique and risk assessment of a proposal has been conducted before moving forward. By inducing vigorous and open debate, leaders avoid the guessing game of trying to discern whether or not people truly agree with a choice that has been made.
The author also realizes and accurately points out that there are different types of leadership techniques that have to be employed at different times with various groups. It's a fine line for leaders to gauge their participation effectively but one in which the resulting decisions will be of a much higher quality and outcome. When leaders are successful in establishing a climate of openness, and they make constructive conflict a habit in the organization, such behaviors will need to be sustained over time. Conflict becomes a fundamental element of a firm's strategic planning process, and the process continues to retain the same atmosphere of vigorous debate. Roberto illuminates how the most effective leaders have to teach the attributes of good process, model those attributes, and coach future leaders in their implementation.
21 of 21 people found the following review helpful.
Strategies for the serious leader
By Harold McFarland
One of the most common problems of business and committees is the tendency of the members of the committee to say "yes" to whatever the owners or upper management proposes. In a company where career paths can be sidetracked quickly by not supporting your superior it is the only answer to give. As a result there is no legitimate feedback for management decision making. This is the problem addressed by author Michael A. Roberto.
Mr. Roberto proposes that great leaders develop a culture of conflict and consensus at the same time. Of course conflict must be created in a constructive nature and kept constructive. The problem is how to effectively deal with a lack of candor and stimulate a clash of ideas while keeping it constructive. Chapter three is one of the best ones in my opinion and the author does an especially good job of discussing the factors that keep dialog from being candid and the barriers to expressing and discussing dissenting opinions. Chapters 4 and 5 looks at the art of how to stimulate an increase in conflict and voice a dissenting opinion without seeming to be difficult. Of course once you have these conflicting ideas out in the open you have to somehow come to a consensus. Why Great Leaders Don't Take Yes for an Answer is a recommended for all business people but especially for those who utilize committees and boards for direction.
10 of 10 people found the following review helpful.
The Five Myths and Realities of Executive Decision Making
By Turgay BUGDACIGIL
“In this book, I make two fundamental arguments with regard to how leaders can enhance the quality of their decision-making processes.” Michael A. Roberto writes, “First, leaders must cultivate constructive conflict so as to enhance the level of critical and divergent thinking, while simultaneously building consensus so as to facilitate the timely and efficient implementation of the choices that they make. Managing the tension between conflict and consensus represents one of the most fundamental challenges of leadership. By consensus, I do not mean unanimity, like-mindedness, or even pervasive agreement. Instead, I define consensus to mean a high level of commitment and shared understanding among the people involved in the decision. Leaders can build buy-in and collective comprehension without appeasing everyone on their teams or making decisions by majority vote. This book explains how leaders can do that. The second fundamental argument put forth in this book is that effective leaders can and should spend time ‘deciding how to decide.’ In short, creating high-quality decision-making processes necessitates a good deal of forethought (from the Preface).”
In this context, Michael A. Roberto divides his invaluable book into four broad parts:
• Part I introduces a conceptual framework for thinking about how to diagnose, evaluate, and improve strategic decision-making processes.
• Part II focuses on the task of managing conflict.
• Part III concentrates on how managers create consensus within their organizations without compromising the level of divergent and creative thinking.
• Part IV reflects on how this book’s philosophy of leadership and decision-making differs from conventional views held by many managers.
In the first chapter of the book, Roberto examines a few of misconceptions about decision making in more detail and attempts to distinguish myth from reality as summarized following:
The Five Myths and Realities of Executive Decision Making.
Myth 1: The chief executive decides.
Reality 1: Strategic decision making entails simultaneous activity by people at multiple levels of the organization.
Myth 2: Decisions are made in the room.
Reality 2: Much of the real work occurs “offline,” in one-on-one conversations or small subgroups, not around a conference table.
Myth 3: Decisions are largely intellectual exercises.
Reality 3: Strategic decisions are complex social, emotional, and political processes.
Myth 4: Managers analyze and then decide.
Reality 4: Strategic decisions unfold in a nonlinear fashion, with solutions frequently arising before managers define problems or analyze alternatives.
Myth 5: Managers decide and then act.
Reality 5: Strategic decisions often evolve over time and proceed through an iterative process of choice and action.
I highly recommend this invaluable study for leaders who distinguish myth from reality.
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