MGMT 280 Book Review (2).docx

Ultimately lewis decided he wanted to do more than

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demanded honesty when dealing with other people. Ultimately, Lewis decided he wanted to do more than just be a figure in the room. He told Webster that he would go only if he could participate in the presentation. Webster reluctantly agreed and allowed Lewis to participate. For the next 30 hours, Lewis did nothing but prepare his speech and got caught up to speed. In the end, he gave a good speech and got the chance to prove he was more than a pawn in the organization and was praised heavily by his bosses. The three cases Defining Moments uses are, in my opinion, very thorough sources that cover a wide array of difficulties managers face on a day-to-day basis. Instead of using right- versus-wrong cases, Defining Moments uses cases in which managers had to make a right- versus-right decision, which could be considered to be even more difficult than choosing between right or wrong. It is interesting to note that studying right-versus-right conflicts can provide an insight that many people haven’t been taught. This is perhaps one of the best ways of understanding the power of these questions and preparing oneself, to the best of their ability, to answer them when a right-versus-right conflict ensues.
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4 DEFINING MOMENTS BOOK REVIEW Reference Badaracco, J. L. (1997). Defining Moments : When Managers Must Choose Between Right and Right. Boston, MA: Harvard Business School Press.
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