哈佛决策课(哈佛商学院教授传授做出一个高质量决策的秘诀,吴晓波频道11月好书推荐)

Make better decisions! Michael A. Roberto will help you achieve deeper consensus, get past groupthink and "yes men," and achieve superior results in every decision you make -- especially your most complex and highest-stakes decisions! Roberto's Why Great Leaders Don't Take Yes for an Answer, Second Edition gives you a powerful framework for promoting honest, constructive dissent and skepticism; test your assumptions; more thoroughly and fairly considering "best alternatives"; crisply coming to closure; and aligning your entire organization behind the decision you make. nbsp; In this new edition, Roberto presents new cases from Google, Ford, and Intuit, and expands coverage to more deeply illuminate his decision-making approach. Offering both positive and negative examples, he presents a well rounded view of how to determine when 'yes' means 'yes', when it doesn't, and what to do when it doesn't. Throughout, Roberto demonstrates why "good process entails the astute management of the social, political and emotional aspects of decision making" -- in other words, why effective leaders are well served by carefully "deciding how to decide." You'll learn how to:nbsp; Test and probe what your team really believes, and get the truth and candor you really need Encourage constructive objections -- and keep them constructive Improve team management, mitigate risk, identify opportunities, and promote integrity Build stronger commitment amongst the people who'll implement your decisions

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.

Ben shu gao su ni,Ru he huo de nei xie tan cheng de,Jian she xing de huai yi he bu tong yi jian,Xiu zheng ni de jia she,Ba si kao tui jin de geng jia shen ru.Shu zhong luo bo te ti gong le gu ge,Fu te deng ding ding da ming de zhong duo ji gou zheng mian he fan mian de li zi,Lai shuo ming you shi hou Yes yi wei zhe Yes,You shi hou que bu shi,Ru guo shuo YES de nei ge ren kou shi xin fei de shi hou,Jue ce zhe zen me shi bie,Ji er ta ying gai zen me ban