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.
具體描述
讀後感
評分
評分
評分
評分
用戶評價
作為領導者不要盲目的相信“yes”，而是要細心明白“yes”背後的含義。書中不少成功與失敗的案例，多為美國故事。
评分作為領導者不要盲目的相信“yes”，而是要細心明白“yes”背後的含義。書中不少成功與失敗的案例，多為美國故事。
评分bus4610
评分bus4610
评分作為領導者不要盲目的相信“yes”，而是要細心明白“yes”背後的含義。書中不少成功與失敗的案例，多為美國故事。
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