Managing for Conflict and Consensus<\/p>\n
<\/p>\n
Praise for the First Edition<\/p>\n
\u201c<\/i>Why Great Leaders Don\u2019t Take Yes for an Answer addresses a perennial and pernicious thorn in the leader\u2019s side\u2014the yes-men in every organization. (And if you think your company is without them, you really need this book!) Leaders at all levels can use Roberto\u2019s advice to make better decisions and align their teams for results.\u201d<\/i><\/p>\n
\u2014KEN BLANCHARD, <\/b>Coauthor of The One Minute Manager<\/i>\u00ae and Customer Mania<\/i><\/p>\n
<\/i><\/p>\n
\u201cDeciding how to decide is a powerful idea that all leaders should understand and put into practice. In doing so, they can become adept at stimulating candid dialogues, testing their company\u2019s core assumptions, and achieving alignment. Roberto\u2019s ideas have already begun to make a profound difference in the effectiveness of our management meetings. Our clients around the world would do well to adopt Roberto\u2019s straightforward recommendations.\u201d<\/i><\/p>\n
\u2014ED BOSWELL, <\/b>President and CEO, The Forum Corporation<\/p>\n
<\/p>\n
\u201cToo often leaders mistake silence for agreement. Roberto offers concrete advice on how to beat this trap. A must-read for leaders at all levels.\u201d<\/i><\/p>\n
\u2014KATHLEEN M. EISENHARDT, <\/b>Stanford W. Ascherman M. D. Professor, Stanford University and Codirector, Stanford Technology Ventures Program<\/p>\n
<\/p>\n
\u201cIn his book <\/i>Why Great Leaders Don\u2019t Take Yes for an Answer, Roberto provides a unique and very enlightening look into the process of decision making. His thesis around \u2018critical consensus building\u2019 is worthwhile reading for any manager or entrepreneur that strives to be the most effective leader they can be.\u201d<\/i><\/p>\n
\u2014JONATHAN KRAFT, <\/b>Vice Chairman, New England Patriots<\/p>\n
<\/p>\n
\u201cUnasked questions and undermined decisions are the two main reasons for corporate failure. To avoid these dangerous wrong turns, every executive should study Roberto\u2019s clear road maps for making and implementing decisions.\u201d<\/p>\n
\u2014WILBUR L. ROSS, JR., <\/b>Chairman of the Board, International Steel Group<\/p>\n
<\/p>\n
Leaders still hear \u201cyes\u201d far too often\u2014and they don\u2019t hear bad news until it\u2019s too late<\/i>. They imagine they\u2019ve achieved consensus, and then they find their decisions undermined by colleagues who never bought in. They become isolated, and even the most dangerous actions can go unquestioned. This remains an enormous problem for leaders and for the entire organization. But is it inevitable? Absolutely not<\/i>. <\/p>\n
<\/p>\n
In a new edition of his widely praised bestseller, Michael A. Roberto shows how to stimulate constructive <\/i>debate that leads to better decisions, deeper consensus, and better results. Now reflecting new research and updated case studies, this edition also integrates more valuable guidance on benefiting from \u201cdevil\u2019s advocacy\u201d without introducing negativity or costly delay.<\/p>\n
<\/p>\n
Throughout, Roberto offers powerful new insights into managing teams, mitigating risk, and even promoting ethics through effective governance. Whether you\u2019re a senior executive or a project team member, this book will help you leverage your organization\u2019s immense untapped wisdom to optimize both decisions and performance.<\/p>\n
<\/p>\n
DECIDING HOW TO DECIDE: A BETTER FRAMEWORK<\/b><\/p>\n
Systematically diagnosing, evaluating, and improving your decision-making processes<\/i><\/p>\n
<\/i><\/p>\n
BALANCING ASSERTIVENESS AND RESTRAINT<\/b><\/p>\n
Reaching the right decision without micromanaging its conten<\/i>t<\/p>\n
<\/p>\n
OVERCOMING THE SILENT BARRIERS TO CANDOR<\/b><\/p>\n
Promoting the right conflicts\u2014the ones that lead to clarity and progress<\/i><\/p>\n
<\/i><\/p>\n
CREATING CONSENSUS WITHOUT COMPROMISING CREATIVITY<\/b><\/p>\n
Using fair and legitimate processes to achieve closure that\u2019s real, not fake<\/i><\/p>\n
<\/p>\n
<\/p>\n
Auteur: Michael Roberto<\/p>\n
Taal: Engels<\/p>\n
Bindwijze: Paperback<\/p>\n
Rubriek: Leiderschap<\/p>\n
Leverbaarheid: Direct leverbaar<\/p>\n
Uitgever: Pearson Education<\/p>\n
Verschijningsdatum: <\/p>\n
Trefwoord:<\/p>\n
<\/p>\n","protected":false},"excerpt":{"rendered":"
<\/p>\n
Praise for the First Edition<\/p>\n
\u201c<\/i>Why Great Leaders Don\u2019t Take Yes for an Answer addresses a perennial and pernicious thorn in the leader\u2019s side\u2014the yes-men in every organization. (And if you think your company is without them, you really need this book!) Leaders at all levels can use Roberto\u2019s advice to make better decisions and align their teams for results.\u201d<\/i><\/p>\n
\u2014KEN BLANCHARD, <\/b>Coauthor of The One Minute Manager<\/i>\u00ae and Customer Mania<\/i><\/p>\n
<\/i><\/p>\n
\u201cDeciding how to decide is a powerful idea that all leaders should understand and put into practice. In doing so, they can become adept at stimulating candid dialogues, testing their company\u2019s core assumptions, and achieving alignment. Roberto\u2019s ideas have already begun to make a profound difference in the effectiveness of our management meetings. Our clients around the world would do well to adopt Roberto\u2019s straightforward recommendations.\u201d<\/i><\/p>\n
\u2014ED BOSWELL, <\/b>President and CEO, The Forum Corporation<\/p>\n
<\/p>\n
\u201cToo often leaders mistake silence for agreement. Roberto offers concrete advice on how to beat this trap. A must-read for leaders at all levels.\u201d<\/i><\/p>\n
\u2014KATHLEEN M. EISENHARDT, <\/b>Stanford W. Ascherman M. D. Professor, Stanford University and Codirector, Stanford Technology Ventures Program<\/p>\n
<\/p>\n
\u201cIn his book <\/i>Why Great Leaders Don\u2019t Take Yes for an Answer, Roberto provides a unique and very enlightening look into the process of decision making. His thesis around \u2018critical consensus building\u2019 is worthwhile reading for any manager or entrepreneur that strives to be the most effective leader they can be.\u201d<\/i><\/p>\n
\u2014JONATHAN KRAFT, <\/b>Vice Chairman, New England Patriots<\/p>\n
<\/p>\n
\u201cUnasked questions and undermined decisions are the two main reasons for corporate failure. To avoid these dangerous wrong turns, every executive should study Roberto\u2019s clear road maps for making and implementing decisions.\u201d<\/p>\n
\u2014WILBUR L. ROSS, JR., <\/b>Chairman of the Board, International Steel Group<\/p>\n
<\/p>\n
Leaders still hear \u201cyes\u201d far too often\u2014and they don\u2019t hear bad news until it\u2019s too late<\/i>. They imagine they\u2019ve achieved consensus, and then they find their decisions undermined by colleagues who never bought in. They become isolated, and even the most dangerous actions can go unquestioned. This remains an enormous problem for leaders and for the entire organization. But is it inevitable? Absolutely not<\/i>. <\/p>\n
<\/p>\n
In a new edition of his widely praised bestseller, Michael A. Roberto shows how to stimulate constructive <\/i>debate that leads to better decisions, deeper consensus, and better results. Now reflecting new research and updated case studies, this edition also integrates more valuable guidance on benefiting from \u201cdevil\u2019s advocacy\u201d without introducing negativity or costly delay.<\/p>\n
<\/p>\n
Throughout, Roberto offers powerful new insights into managing teams, mitigating risk, and even promoting ethics through effective governance. Whether you\u2019re a senior executive or a project team member, this book will help you leverage your organization\u2019s immense untapped wisdom to optimize both decisions and performance.<\/p>\n
<\/p>\n
DECIDING HOW TO DECIDE: A BETTER FRAMEWORK<\/b><\/p>\n
Systematically diagnosing, evaluating, and improving your decision-making processes<\/i><\/p>\n
<\/i><\/p>\n
BALANCING ASSERTIVENESS AND RESTRAINT<\/b><\/p>\n
Reaching the right decision without micromanaging its conten<\/i>t<\/p>\n
<\/p>\n
OVERCOMING THE SILENT BARRIERS TO CANDOR<\/b><\/p>\n
Promoting the right conflicts\u2014the ones that lead to clarity and progress<\/i><\/p>\n
<\/i><\/p>\n
CREATING CONSENSUS WITHOUT COMPROMISING CREATIVITY<\/b><\/p>\n
Using fair and legitimate processes to achieve closure that\u2019s real, not fake<\/i><\/p>\n
<\/p>\n","protected":false},"featured_media":15238,"comment_status":"open","ping_status":"open","template":"","meta":[],"product_brand":[],"product_cat":[19],"product_tag":[],"class_list":{"0":"post-15237","1":"product","2":"type-product","3":"status-publish","4":"has-post-thumbnail","6":"product_cat-leiderschap","8":"first","9":"instock","10":"shipping-taxable","11":"product-type-simple"},"_links":{"self":[{"href":"https:\/\/koeky.nl\/boeken\/wp-json\/wp\/v2\/product\/15237","targetHints":{"allow":["GET"]}}],"collection":[{"href":"https:\/\/koeky.nl\/boeken\/wp-json\/wp\/v2\/product"}],"about":[{"href":"https:\/\/koeky.nl\/boeken\/wp-json\/wp\/v2\/types\/product"}],"replies":[{"embeddable":true,"href":"https:\/\/koeky.nl\/boeken\/wp-json\/wp\/v2\/comments?post=15237"}],"wp:featuredmedia":[{"embeddable":true,"href":"https:\/\/koeky.nl\/boeken\/wp-json\/wp\/v2\/media\/15238"}],"wp:attachment":[{"href":"https:\/\/koeky.nl\/boeken\/wp-json\/wp\/v2\/media?parent=15237"}],"wp:term":[{"taxonomy":"product_brand","embeddable":true,"href":"https:\/\/koeky.nl\/boeken\/wp-json\/wp\/v2\/product_brand?post=15237"},{"taxonomy":"product_cat","embeddable":true,"href":"https:\/\/koeky.nl\/boeken\/wp-json\/wp\/v2\/product_cat?post=15237"},{"taxonomy":"product_tag","embeddable":true,"href":"https:\/\/koeky.nl\/boeken\/wp-json\/wp\/v2\/product_tag?post=15237"}],"curies":[{"name":"wp","href":"https:\/\/api.w.org\/{rel}","templated":true}]}}