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| 作者简介： MICHAEL A.ROBERTO is a faculty member at the Harvard Business School.He teaches courses on general management,managerial decision making,and business strategy. Professor Roberto's research focuses on strategic decision-making processes and senior management teams.Recently,he has studied why catastrophic group or organizational failures happen,such as the Columbia space shuttle accident and the 1996 Mount Everest tragedy. Professor Roberto's work has been published in the Hanagement Review,and The Leadership Quarterly. He has taught in the leadership development programs at a number of organizations in cluding Morgan Stanley,Mars,The Home Depot,Novartis,and The World Bank.He has also consulted with organizations such as johnson & Johnson,Lockheed Martin,Corporate Executive Board,and The Advisory Board. Professor Roberto earned an M.B.A. with High Distinction and a doctorate from the Harvard Business School.While pursuing graduate studies at Harvard,he taught the introductory undergraduate course in economic theory,twice winning Harvard's Allyn Young Prize for Teaching in Economics. He lives in Holliston,Massachuetts with his wife,Kristin,and his two daughters,Grace and Celia. |
| preface acknoweldgments part ⅰ leading the decision process chapter 1 the leadership challenge chapter 2 deciding how to decide papt ⅱ managing conflict chapter 3 an absence of candor chapter 4 stimulating the clash of ideas chapter 5 keeping conflict constructive papt ⅲ building consensus chapter 6 the dynamics of indecision chapter 7 fair and legitimate process chapter 8 reaching closure part ⅳ a new breed of take-charge leader chapter 9 leading with restraint endnotes index |
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