Deciding How to Decide
Document Type
Article
Publisher
CXO Media Inc.
Publication Source
CIO Magazine
Abstract
Yes-men are widely scorned. Yet entire organizations often do no better at examining all sides of a problem, raising potential shortcomings of a proposed solution or suggesting alternatives, says Michael Roberto, assistant professor at Harvard Business School. Groupthink, deference to authority and fear of being embarrassed can lead managers, even experienced CXOs, to say yes to bad decisions. In Why Great Leaders Don't Take Yes for an Answer: Managing for Conflict and Consensus, Roberto shows why and how companies should stimulate constructive debate. By deciding how to decide, CIOs and other executives can make better decisions, build a real consensus for action, and understand the difference between a bad yes and a good yes.
Comments
Published by CXO Media Inc. in CIO Magazine, November 2005. Bryant users may access this article here.