Leaders hear “yes” far too often. They don’t hear bad news until it’s too late. They get groupthink, not reality. They think they’ve achieved con- sensus, then find their decisions undermined by colleagues who never really bought in. It’s an enormous problem: for leaders, teams and organizations. But is it inevitable? No.
In this summary, Harvard Business School’s Michael Roberto shows read- ers how to stimulate honest, constructive dissent; use it to improve decisions; then align their entire organization behind those decisions. Drawing on exten- sive research, this summary shows how to promote candor, leverage an organi- zation’s wisdom, and build consensus that leads to effective action. It also pre- sents examples from history while exploring how real organizations make real decisions, as well as how the decision process unfolds throughout the organi- zation — not just in the executive suite. Along the way, the five myths of execu- tive decision making are explored to help readers understand why these myths are so dangerous and how they can be overcome.