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Book Categories |
Chapter 1: The Leadership Challenge 1
Chapter 2: Deciding How to Decide 39
Chapter 3: An Absence of Candor 75
Chapter 4: Stimulating the Clash of Ideas 109
Chapter 5: Keeping Conflict Constructive 143
Chapter 6: A Better Devil’s Advocate 179
Chapter 7: The Dynamics of Indecision 203
Chapter 8: Fair and Legitimate Process 233
Chapter 9: Reaching Closure 271
Chapter 10: Leading with Restraint 301
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Add Why Great Leaders Don't Take Yes for an Answer: Managing for Conflict and Consensus, 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 decisio, Why Great Leaders Don't Take Yes for an Answer: Managing for Conflict and Consensus to the inventory that you are selling on WonderClubX
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Add Why Great Leaders Don't Take Yes for an Answer: Managing for Conflict and Consensus, 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 decisio, Why Great Leaders Don't Take Yes for an Answer: Managing for Conflict and Consensus to your collection on WonderClub |