Why Great Leaders Don't Take Yes for an Answer: Managing for Conflict and Consensus Review

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Why Great Leaders Don't Take Yes for an Answer: Managing for Conflict and Consensus ReviewI received an advance copy of an interesting book a week or two ago... Why Great Leaders Don't Take Yes For An Answer: Managing For Conflict And Consensus by Michael A. Roberto (Wharton School Publishing). It's an insightful book on how to effectively promote a culture of open decision-making.
Chapter List:
Part 1 - Leading The Decision Process: The Leadership Challenge; Deciding How To Decide
Part 2 - Managing Conflict: An Absence Of Candor; Stimulating The Clash Of Ideas; Keeping Conflict Constructive
Part 3 - Building Consensus: The Dynamics Of Indecision; Fair And Legitimate Process; Reaching Closure
Part 4 - A New Breed Of Take-Charge Leader: Leading With Restraint
Endnotes; Index
In our results-oriented and media-driven society, nearly all decisions made by an organization (be it corporate or government) are analyzed by whether they worked or not. This leads to the focus on trying to choose the "right outcome". Roberto takes a different tack, and focuses more on how to form the right environment to allow good decisions to be made. Using examples such as the Bay Of Pigs invasion, the Cuban missile crisis, and the Columbia space shuttle accident, he analyzes how the environment surrounding the 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 politics and position flavoring who can advance what ideas. Easier said than done, however. Through either forceful personality or complete abdication of responsibility, too many important decisions are hamstrung by lack of input due to fear or intimidation. Using the techniques in this book, a leader can learn how to effectively structure the group to get the type of free-flowing information exchange that ensures all information is available prior to a choice being 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. There are times where s/he might have to remove themselves from the initial discussions to make sure their personality doesn't overpower the flavor of the debate. Other times it might be necessary to be very active to be sure that all the groups who have the important information are heard regardless of their position or rank. It's a fine line to walk, but one in which the resulting decisions will be of a much higher quality and outcome.
Regardless of whether you're a CEO or a supervisor, the techniques and framework discussed here will help you to be a more effective leader in these times of ever-changing environments. Definitely a recommended read.Why Great Leaders Don't Take Yes for an Answer: Managing for Conflict and Consensus Overview

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