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 decisions. Learn from disasters like the Space Shuttle Columbia and JFK's Bay of Pigs Invasion, from successes like Sid Caesar and Bill Parcells, from George W. Bush's decision-making after 9/11. Roberto complements his compelling case studies with extensive new research on executive decisionmaking. Discover how to test and probe a management team; when 'yes' means 'yes' and when it doesn't; and how to build real consensus that leads to action. Gain important new insights into managing teams, mitigating risk, promoting corporate ethics, and much more.
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作为领导者不要盲目的相信“yes”，而是要细心明白“yes”背后的含义。书中不少成功与失败的案例，多为美国故事。
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评分作为领导者不要盲目的相信“yes”，而是要细心明白“yes”背后的含义。书中不少成功与失败的案例，多为美国故事。
评分作为领导者不要盲目的相信“yes”，而是要细心明白“yes”背后的含义。书中不少成功与失败的案例，多为美国故事。
评分作为领导者不要盲目的相信“yes”，而是要细心明白“yes”背后的含义。书中不少成功与失败的案例，多为美国故事。
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