Why Great Leaders Don’t Take Yes for an Answer

Managing for Conflict and Consensus
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In Why Great Leaders Don’t Take Yes for an Answer, Harvard Business School’s Michael Roberto shows company leaders how to stimulate honest, constructive dissent; use it to improve decisions; then align their entire organization behind those decisions. Drawing on extensive research, Roberto shows how to promote candor, leverage an organization’s wisdom, and build consensus that leads to effective action. He also presents examples from history while exploring how real organizations make real decisions, as well as how the decision process unfolds throughout the organization — not just in the executive suite.

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