Editorial Review:
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.
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Customer Reviews
Average Customer Rating: 
Reasonable reading  2008-06-12
I purchased this book for a class on Leadership, and while it might not have been a book I would have selected, it does have some interesting, real-life examples of situations while explaining some basic leadership skills.
A practical discussion of how leaders should decide 2006-10-13
The two greatest strengths of Michael A. Roberto's book are its honesty and clarity. He admits that most people are uncomfortable with conflict and that many well-intentioned leaders shut down dissent. He's also honest about how likely it is that things will go wrong along the way, at least temporarily. Fortunately, he's also very clear about steps you can take to guide conflict in a productive direction, and why this matters. Roberto analyzes several well-known examples of bad decision making and shows how the absence of dissent or institutional mechanisms that insulated decision makers from essential - though not necessarily positive - information created serious problems. The list is long and chilling: President John F. Kennedy and the Bay of Pigs, President Lyndon B. Johnson and Vietnam, NASA and the Columbia shuttle explosion. His discussions will give you a powerful desire to review your organization's decision-making processes and, more generally, its culture. As Roberto himself readily admits, his techniques are not cure-alls, nor easy, but they will lead to improvements. We recommend this book to managers with decision-making responsibilities and to anyone who is committed to improving organizational functioning.
Yes-People Do No Good 2006-06-08
Michael Roberto provides a book that can help not only managers, but employees at all levels. Yes-men and Yes-women not only promote (self-promote), and perpetuate their self-interests and its negative effects by what they say, but also by what they *don't* say. This is often as much as or more detrimental. Most of of us have witnessed this no matter where we work, no matter how big or small our organization is.
The 1986 NASA Space Shuttle disaster noted in this book was a prime example. Several investigations and studies examined the thought and decision-making process that caused this debacle. What led to this unnecessary and horrific tragedy? The decision-making process (along with its machismo). This calamity was one-hundred percent avoidable. Launching the Challenger in the first place is considered a criminal act by many.
Roberto uses variety in this exploration and in-depth study of the decision-making process. Appropriate coverage of MLB General Managers is also examined. Sport GMs have to make difficult decisions based upon current market value and and the collective needs, yet also assess what the potential in the near, mid, and long-term future will be. Other critical
examples cited are decision made by politicians. These individuals make decisions that affect the lives and death, of up to hundreds of thousands and perhaps millions, of people. Author Roberto's classic example was LBJ, and how he stifled and belittled those who dissented and raised questions to his disastrous and failed policies in South East Asia in the 1960s.
There are four parts in this book with nine chapters.
Assumptions:
We all make them. No matter who we are, or what situation we're in, we make assumptions. There is an old saying: "assumptions are the mother of all f-ups." Our assumptions need to be tested and checked by others. In today's world - organizations - make many of the major decisions: collective decision making. Providing the proper quality of environment (local to larger corporate culture and management style) that leads to *how* these decisions are made is the focus.
Roberto lists the five myths of decision-making, which are followed up by the "truths" about how decisions are made. Appropriate dissent and debate is needed and critical in today's rapidly changing environment. People who will ultimately make the decision need to ask themselves: "how honest are folks being with me?" Especially when debating, negotiating, and attempting to build a consensus for making the best decision and executing it.
This is one of the many reasons this book can help employees,
team-leaders, project managers, lower, mid, and upper level managers. Those who participate, question, and seek the best solutions get kicked upstairs. Yes-men don't get kicked upstairs, and for good reason.
Those with control should leave their egos at home and focus not necessarily on the "what" but the "how." This books will be helpful and provide results if one wants it to.
Unless the correct answer really is "Yes".... 2006-06-06
Years ago, George Reedy wrote a book, The Imperial Presidency, about his association with President Lyndon Johnson. As I read that book, I was reminded of Hans Christian Anderson's "The Emperor's New Clothes." Recently, as I read Michael Roberto's book, I was again reminded of Anderson's tale as well as Reedy's book. Emperors, presidents, CEOs, etc. who discourage, indeed punish dissent deny themselves access to information, perspectives, opinions, and suggestions which they may need when making difficult decisions. As a result, they as well as those for whom they are responsible are vulnerable to the consequences of bad decisions which can include making no decision whatsoever.
I forget the source but I once learned of a group discussion during which a CEO turned to one of his executives and observed, "You agree completely with me. One of us is useless." (Sounds like Jack Welch.) According to Roberto, the most effective leaders are those who "cultivate constructive conflict so as to enhance the level of critical and divergent thinking, while simultaneously building consensus so as to facilitate the timely and efficient implementation of the choices that they make." Roberto goes on to assert that "effective leaders can and should spend time `deciding how to decide.' In short, creating high-quality decision-making processes necessitates a good deal of forethought."
Roberto carefully organizes his material within four Parts. In Chapters 1 and 2, he provides "a conceptual framework for thinking about how to diagnose, evaluate, and improve strategic decision-making processes. Then in Chapters 3-5, Roberto focuses on the task of managing conflict (e.g. factors that can inhibit candid dialogue and debate). Next, in Chapters 6-8, he concentrates on how managers can "create consensus within their organizations without compromising the level of divergent and creative thinking." In Part IV (Chapter 9), Roberto shares his thoughts about how this book's philosophy of leadership and decision-making differs from conventional views held by many managers. "Specifically, I distinguish between two different approaches to `taking charge' when confronted with a difficult decision." He devotes an entire chapter to differentiating between the two approaches.
Throughout Roberto's lively narrative, there is a strong recurring theme: "leaders must strive for a delicate balance of assertiveness and restraint." One challenge is to be able to do either effectively. Another, greater challenge is to know when each approach should be taken. In this context, Roberto has much of value to say about great leaders as great teachers: "They prepare to decide just as teachers prepare to teach. They have a plan, but they adapt as the decision-making process unfolds. Great leaders do not have all the answers, but they remain firmly in control of the process through which their organizations discover the best answers to the toughest problems."
One final observation of my own. It would be a serious mistake to assume that Roberto wrote this book primarily for senior-level executives. All organizations (regardless of size or nature) urgently need effective leadership in all areas and at all levels. They need people who can make the right decisions, notably when the given problems are especially serious. For these and other reasons, I highly recommend this book to individuals who must make informed and correct decisions about almost any business situation as well as to others who must collaborate on them.
As Roberto well realizes, there are specific reasons why Dante reserves the last (and worst) ring in hell for those who, in a moral crisis, preserve their neutrality. Some decisions require courage, others require judgment, still others must be made quickly and often with insufficient information. How and why are great leaders able to make such decisions, either alone or in consultation with others? In essence, that is what Roberto's book is really all about.
Those who share my high regard for this brilliant book are urged to check out Jason Jennings' THINK BIG, Act Small, Michael Hammer's The Agenda and Robert Mittelstaedt's Will Your Next Mistake Be Fatal?
"He doesn't want to hear that" 2006-02-04
Boy, if I had a buck for every time I heard that from someone sheltering the boss at the top from the truth, I'd be a lot wealthier than I am now. "Yes" is what flunkies always tell the boss. "No" is what they often need to hear. "No, this project isn't going to pan out." "No, we can't achieve that goal, no matter how much money we throw at it." "No, it isn't going well at all." Problem is, who is going to bell the cat, as the Aesop fable asks.
The book "Why Great Leaders Don't Take Yes for an Answer" discusses behavior of leaders who realize that getting to the truth is more important that getting what they want to hear. And there are plentiful examples from real life situations that show us the tragedies that unfold when this isn't the case (The Challenger disaster for one.)
HOW a question is framed can result in getting answers, not fluff or outright obfuscation. The author lists five good alternatives:
1. Instead of "Why"--"Help me to understand why you believe"
2. Instead of "Why not" "Why not pursue other options"
3. Instead of "What if" "What if we found this assumption to be false"
4. Instead of "What would you do" "What would you do if you were in my shoes"
5. Instead of "What makes that optimal" "You must have good reason for thinking it's an optimal solution. I'd like to hear them."
There's a lot more in this book, but this is a modestly-looking book that packs a huge punch. If you seen projects flame down millions of dollars while the bad news is squelched, if you were a top manager who found out too late that something was heading south when you were told time and again it was heading north, you should read this. Excellent book, and really essential to any manager's reading list.
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