Strong Leaders Encourage Dissent

Strong Leaders Encourage Dissent - Strong Leaders Encourage...

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Strong Leaders Encourage Dissent, and Gain Commitment In  Why Great Leaders Don't Take Yes for an Answer: Managing  for Conflict and Consensus  (Wharton School Publishing), author  Michael Roberto shows how leaders can stimulate dissent and  debate within their organization, and also keep such interaction  constructive. Too often, he suggests, leaders don't hear bad news  until it's too late, eventually becoming so isolated that even high- risk or illegal actions go unquestioned. Using the experiences of  the Columbia space shuttle disaster and an ill-fated climb to Mount  Everest, among other examples, Roberto explores how  organizations make decisions, gain commitment from their  colleagues, and encourage open debate but also build long-term  consensus. Below is as excerpt from the first chapter of the book.   Chapter One: The Leadership Challenge In February 2003, the Columbia space shuttle disintegrated while  re-entering the earth's atmosphere. In May 1996, Rob Hall and  Scott Fischer, two of the world's most accomplished mountaineers,  died on the slopes of Everest along with three of their clients  during the deadliest day in the mountain's history. In April 1985,  the Coca-Cola Company changed the formula of its flagship  product and enraged its most loyal customers. In April 1961, a  brigade of Cuban exiles invaded the Bay of Pigs with the support  of the United States government, and Fidel Castro's military  captured or killed nearly the entire rebel force. Catastrophe and  failure, whether in business, politics, or other walks of life, always  brings forth many troubling questions. Why did NASA managers  decide not to undertake corrective action when they discovered  that a potentially dangerous foam debris strike had occurred during  the launch of the Columbia space shuttle? Why did Hall and  Fischer choose to ignore their own safety rules and procedures  and push forward toward the summit of Mount Everest despite  knowing that they would be forced to conduct a very dangerous  nighttime descent? Why did Roberto Goizueta and his  management team fail to anticipate the overwhelmingly negative  public reaction to New Coke? Why did President John F. Kennedy  decide to support a rebel invasion despite the existence of  information that suggested an extremely low probability of  success?  Rel ated Topics corporate   governance   Related Articles What Happens When the Press   Blasts Your CEO for Excess   Compensation? Apparently Not Much Knowledge@Wharton Delhi in Davos: How India Built its   Brand at the World Economic Forum Knowledge@Wharton 'If He Ruled the World': Carl Icahn's
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This note was uploaded on 04/15/2008 for the course BCOR 2300 taught by Professor Lopresti,a during the Spring '07 term at Colorado.

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Strong Leaders Encourage Dissent - Strong Leaders Encourage...

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