Index
Numbers
50/50 principle, managing affective conflict, 163
1949 Mann Gulch, Montana forest fire, closure (decision-making process), 294-296
1983 Social Security crisis, closure (decision-making process), 281-284, 286-287
1996 Mount Everest expedition, 11, 19-22
candor and the importance of leadership, 101
A
Abrashoff, Michael, giving people voice (fair and legitimate decision-making processes), 257-258
Academy of Management Journal, affective versus cognitive conflict, 147-148
active listening and fair decision-making, 242
activist mode (control and the decision-making process), 61-63
affective conflict, managing, 23, 147-151
Ager, Mark
fair decision-making processes, 233-235, 244-245
legitimate decision-making processes, 233-235, 253-255
All-Star Sports
fair decision-making processes, 245, 258-259
indecisive cultures, origins of, 226-227
legitimate decision-making processes, 258-259
Allison, Graham, Chief Executive decisions, 13
alternatives (token), effects on legitimate decision-making processes, 253-254
Amason, A., affective versus cognitive conflict, 147-148
Amazon.com, working backwards, 121-123
analogy, reasoning by (overcoming indecision), 219-221
Annie’s Homegrown, managing affective conflict, 167
answers versus questions, leadership and, 311-313
Apollo 13 mission, fair decision-making processes, 248-249
Apple, Inc., composition (manager levers), 46
appreciation in fair decision-making processes, 244-245
Aristotle, constructive conflict, 143
Ashforth, Blake, legitimate decision-making processes, 252-253
assumptions (taken-for-granted), candor and, 98-100
B
bailouts
appreciation in fair decision-making processes, 75-76
General Motors, 91
Ball, George, domesticating dissenters (debates), 129-130
bankruptcy, General Motors and, 75-76, 91
Barrett, Don (All-Star Sports)
fair decision-making processes, 245, 258-259
indecisive cultures, origins of, 226-227
legitimate decision-making processes, 258-259
Bay of Pigs invasion
candor and composition of decision-making bodies, 91
leadership, taking charge, 307
legitimate decision-making processes, 257
U.S. government’s decision-making process, 39-41, 43, 48
Beidleman, Neil, 1996 Mount Everest expedition, 21
Belichick, Bill, role-playing methods, 117-118
Bell, Joshua, confronting biases (Devil’s Advocacy), 194-195
Beth Israel Deaconness Medical Center
affective conflict, managing, 152-153, 171-172
closure (decision-making process), 292-293
fair decision-making processes, 246-248, 261-263
biases, confronting (Devil’s Advocacy), 191-195
Bodell, Lisa, Kill the Company exercises, 119-120
Boeing and Pan Am plane development, affective conflict management, 164-166
Bohmer, Richard, candor and status differences, 92-93
Boisjoly, Roger, Challenger space shuttle disaster, 159-161
Bonaparte, Napoleon, indecision, 204-205
Borger, John, Boeing and Pan Am plane development, 164-166
Bossidy, Larry (Honeywell International), process-oriented small wins, 284-285
Bossypants, Devil’s Advocacy, 189-190
Boukreev, Anatoli, 1996 Mount Everest expedition, 21
Bower, Joseph, managing reality, 18
Breashers, David, 1996 Mount Everest expedition, 310-311
broken record, Devil’s Advocacy as, 198-200
Brooks, Mel, constructive conflict, 143-144
Burkus, David (Oral Roberts University), role-playing methods, 119-120
Burns, Monique, managing affective conflict, 157
C
Cain, Leroy, Columbia space shuttle disaster, 82
candor
Columbia space shuttle disaster, 79-84
decision-making process, 8
General Electric, lack of candor example, 76-77
General Motors, lack of candor example, 75-76
composition of decision-making bodies, 90-92
cultural lock-ins, 77
information-filtering mechanisms, 89-90
tenure and dissent, 92
lack of candor, warning signs, 77-78
leadership’s importance and, 100-102
taken-for-granted assumptions, 98-100
speaking up, failure to, 80
canonization process, saints and (Devil’s Advocacy), 179-180
Capital One, overcoming indecisions by imitation, 223-224
Carlyle, Thomas, leadership, 302
Caufield, Steven
debate, ways to stimulate, 109-113
map of the decision process, 113
strategic alliance decision design process, 113-115
CCL (Center for Creative Leadership), leadership deficits, 302-303
Ceasar, Sid
affective conflict, managing, 156
constructive conflict, 143-144
freedom and control in conflicts, 173-174
Challenger space shuttle disaster, managing affective conflict, 159-161
Chamberlain, Neville, Munich analogy and decision-making, 219-220
Chambers, John (Cisco Systems), process-oriented small wins, 285-286
Chamfort, Sebastien-Roch, fair and legitimate processes, 233
Charan, Ram
indecision, culture of, 205-206, 227-228
process-oriented small wins, 284-285
yes, culture of, 209
Chief Executive decisions, 12-13
Children’s Hospital and Clinics in Minneapolis, Minnesota
candor
importance of leadership, 100
language systems, 96
Morath, Julie, 55
Churchill, Winston, managing affective conflict, 168
CIA (Central Intelligence Agency), pre-mortems, 122-121
Cisco Systems, process-oriented small wins, 285-286
Clampitt, Phillip, decision downloading, 243
closure (decision-making process)
1983 Social Security crisis, 281-284
Beth Israel Deaconness Medical Center, 292-293
decision mode, shifting into, 290-292
Decision Traps: The Ten Barriers to Brilliant Decision-Making and How to Overcome Them, 275
divergence-convergence decision-making model, 275-278
Eisenhower, Dwight D., 271-274
divergence-convergence decision-making model, 276
outcome-oriented small wins, 286-287
sustaining closure, 293
group decision pathologies, 274-275
iterative process, 277
small wins and complicated issues, 278-281
examples of, 283
outcome-oriented small wins, 283, 286-290
process-oriented small wins, 283-286
cognition
cognitive biases, difficulties in conflict and consensus management, 26-27
cognitive conflict, 23, 147, 148
decision-making process, 14
Collins, Jim, leadership, 303-304
Columbia space shuttle disaster
candor
importance of leadership, 101-102
NASA’s decision making process, 49
response time, crowding out (debate), 131-132
commitment (decision-making process), 10
communication (decision-making process), 45-46, 55-56
Devil’s Advocacy approach, 56-58
free exchange approach, 57
hub-and-spoke communication systems, 128, 130-131
repetitive communication and fair processes, 244
response time, crowding out (debate), 128, 131-132
Six Thinking Hats approach, 56
strategic alliance decision design process, 113
complicated issues and small wins, 278-281
examples of, 283
outcome-oriented small wins, 283, 286-290
process-oriented small wins, 283-286
composition (decision-making process), 46-52
heterogeneity’s role in, 51-52
implementation’s role in, 49-50
personal relationships role in, 50-51
strategic alliance decision design process, 113
affective conflict, 23, 147-172
capabilities, building, 172-173
cognitive conflict, 23, 147, 148
consensus and conflict management, difficulties in
leadership styles, 26
organizational defense routines, 28-29
constructive conflict
Your Show of Shows, 143
decision-making process, 8, 10
fair decision-making processes, 263-265
legitimate decision-making processes, 263-265
conformity effect (control and the decision-making process), 61
conflict and consensus management, difficulties in
leadership styles, 26
organizational defense routines, 28-29
consideration and fair decision-making processes, 239-243
consistency and far decision-making processes, 243-244
context (decision-making process), 53
Edmondson, Amy, 54
Failure-Tolerant Leader, The, 55
Farson, Richard, 55
Hackman, Richard, 54
Keyes, Ralph, 55
language systems, altering, 55
Mulally, Alan, 54
strategic alliance decision design process, 113
structural context, 53
control (decision-making process), 60-61, 64-65
conformity effect, 61
framing effect, 61
legitimacy effect, 61
strategic alliance decision design process, 113
views, revealing, 61
convergence. See divergence-convergence decision-making model
Corning Incorporated, shifting towards decision mode (closure), 291-292
Coy, Craig (Massport), candor and issue framing, 97-98
Cuba
Bay of Pigs invasion
candor and composition of decision-making bodies, 91
leadership in, 307
legitimate decision-making processes, 257
U.S. government’s decision-making process, 39-41, 43, 48
Cuban Missile Crisis
legitimate decision-making processes, 257
U.S. government’s decision-making process, 41-44
Cyrus the Great, 1
D
Daimler-Benz, legitimate decision-making processes, 249-252
dashboards, uncluttering, 215
Davidi, Inbar, past experiences and learning, 67
de Bono, Edward, Six Thinking Hats communication approach, 56
debate, stimulating
map of the decision process, 113
strategic alliance decision design process, 113-115
constructive conflict, diagnosing for, 144-146
decision-making process, 8
devil’s advocacy, 127
dialectical inquiry, 127
false precision, striving for, 128, 134-135
point-counterpoint techniques, 126-128
response time, crowding out, 131-132
watch out situations, 128
domesticating dissenters, 128, 129-130
Electric Maze, 133
hub-and-spoke communication systems, 128, 130-131
polarization, 128, 132-133, 146
response time, 128
DEC (Digital Equipment Corporation), origins of indecisive cultures, 225-226
Decision Traps: The Ten Barriers to Brilliant Decision-Making and How to Overcome Them, 275
decision-making bodies (composition of), candor and, 90-92
decision-making process, 241-240
Bay of Pigs invasion, 39-41, 43
candor, 8
Chief Executive decisions, 12-13
closure
1949 Mann Gulch, Montana forest fire, 294-296
1983 Social Security crisis, 281-284
Beth Israel Deaconness Medical Center, 292-293
Decision Traps: The Ten Barriers to Brilliant Decision-Making and How to Overcome Them, 275
divergence-convergence decision-making model, 275-278
Eisenhower, Dwight D. 271-274, 276, 286-287, 293, 296-297
group decision pathologies, 274-275
iterative process, 277
outcome-oriented small wins, 283, 286-290
process-oriented small wins, 283-286
shift to decision mode, 290-292
small wins and complicated issues, 278-281, 283
cognition, 14
commitment, 10
debate, 8
decision downloading, fair decision-making and, 243
dissent and, 25
emotion, 15
Abraham Lincoln and fair decision-making processes, 245-246
active listening, 242
Beth Israel Deaconness Medical Center example, 246-248
charade of consultation, 238
decision downloading, 243
repetitive communication, 244
indecision
Beth Israel Deaconness Medical Center, 203-204
cycle of indecision, 209
failing to recognize problems, 224-225
Managerial Decision-Making Process, The, 215
origins of indecisive cultures, 225-228
strategies for overcoming, 218-225
uncluttered dashboards, 215
intellectual exercises, decisions as, 12, 14-15
manager analysis and, 12, 15-16
manager decisions and actions, 12, 17
meetings, decisions made during, 12, 13-14
overcomplicating decisions and the culture of maybe, 217
process-centric learning, 66-67
rooms, decisions made in, 12, 13-14
skeptical generalists, 41
strategic decision making, 7-8, 12
declarations versus questions (Devil’s Advocacy), 195-197
broken record, Devil’s Advocacy as, 198-200
canonization process, saints and, 179-180
constructive Devil’s Advocacy, 185-186
debate, stimulating, 127
developing
questions versus declarations, 195-197
Dialectical Inquiry versus, 182
downside of, 184
dysfunctional Devil’s Advocacy, 185-186
minority views changing majority opinions, 185-188
Socratic method and, 197
Dialectical Inquiry, 56-58, 241-240
debate, stimulating, 127
Devil’s Advocacy versus, 182
disseminating information, effects on legitimate decision-making processes, 254-255
conflict
affective conflict, 23
cognitive conflict, 23
domesticating dissenters (debates), 128-130
tenure and (candor), 92
divergence-convergence decision-making model, 275-278
divergent thinking. See Devil’s Advocacy
diversity’s role in composition (decision-making process), 51-52
Dodge, Wagner, trust’s importance in closure (decision-making process), 294-296
Dougherty, Kevin (Sun Life Financial)
affective conflict, managing, 154-156
conceptual model use to stimulate debate, 125
Drucker, Peter
affective conflict, managing, 162
E
Edmondson, Amy
affective conflict, managing, 160-161
context (decision-making process), 54
control (decision-making process), 61-65
Electric Maze, 133
entrenchment and polarization, encouraging (debate), 133
Edwards Lifesciences, stimulating debate, 137
Eisenhardt, Kathleen
closure, 292
control (decision-making process), 63-65
debate, diagnosing for constructive conflict, 145
mental stimulation to stimulate debate, 120-121
process-oriented small wins, 284
Eisenhower, Dwight D., closure (decision-making process), 271-274
divergence-convergence decision-making model, 276
outcome-oriented small wins, 286-287
sustaining closure, 293
Electric Maze, 133
Electronic Arts, stimulating debate via point-counterpoint techniques, 127-128
Ellis, Schmuel, past experiences and learning, 67
Emerson
affective conflict, managing, 170-171
analogy, reasoning by (overcoming indecision), 221
Emich, Kyle, role-playing methods, 119
emotion in the decision-making process, 15
Enron Corporation, candor and status differences, 94
entrenchment, encouraging (debate), 128, 132-133
EPA (Environmental Protection Agency), complicated issues and small wins, 280-281
ethics in the culture of indecision, 216-217
Ex Comm (Executive Committee of the National Security Council), 41-42
experience (past) and learning, 67
expertise’s role in composition (decision-making process), 47-49
F
Failure-Tolerant Leader, The, 55
fair decision-making processes, 235-236
active listening, 242
charade of consultation, 238
consideration, showing, 239-243
decision downloading, 243
examples of
Beth Israel Deaconness Medical Center, 246-248
intent, communicating, 260-261
repetitive communication, 244
false precision, striving for (debate), 128, 134-135
Farson, Richard, The Failure-Tolerant Leader, 55
Feldman, Martha, legitimate decision-making processes, 251
Fenton, Ben, managing affective conflict, 157
Fey, Tina, Devil’s Advocacy, 189-190
Fields, Mark, Ford Motor Company, 4-5
Finding Nemo, Devil’s Advocacy, 188-189
Fischer, Scott, 1996 Mount Everest expedition, 19-22
Fisher, Roger
1996 Mount Everest expedition, 310-311
affective conflict, managing, 154
Foraker, John, managing affective conflict, 167
Ford Motor Company
Ford, Bill, 1
Laymon, Joe, 5
manager analysis and decision-making process, 15-16
Mulally, Alan
business plan review process, 2-5
changing company focus, 2
Foster, Richard, candor and composition of decision-making bodies, 77
Fox News, confronting biases (Devil’s Advocacy), 193
framing effect (control and the decision-making process), 61
Franklin, Benjamin, leadership, 301
Frederickson, James, culture of maybe, 212-213
free exchange approach (communication), 57
G
Gang of Nine and the 1983 Social Security crisis, 281-282, 284, 286-287
Gardner, Howard, managing affective conflict, 162-163
Garvin, David, process-centric learning, 66
Gavetti, Giovanni, reasoning by analogy (overcoming indecision), 220-221
Gelbart, Larry, freedom and control in conflicts, 173-174
General Dynamics, overcoming indecisions by imitation, 224
General Electric
candor
structural complexity, 86
leadership, 304
reality, managing, 18
General Motors
candor and composition of decision-making bodies, 91
Henderson, Fritz, 91
Kleinbaum, Rob, 76
Lutz, Bob, 91
Wagoner, Rick, 91
George, Alexander, the Bay of Pigs invasion and legitimate decision-making processes, 257
Gerber, Elizabeth, repetitive communication and fair processes, 244
Gerstner, Leo (IBM)
leadership, 304
questions versus declarations (Devil’s Advocacy), 197
Gibbs, Barrie, legitimate decision-making processes, 252-253
Glawson, James, scenario building, 120-121
Google, Inc., composition (manager levers), 47
Grayson, Leslie, scenario building, 120-121
groups, building. See composition (decision-making process)
Grove, Andrew (Intel)
appreciation in fair decision-making processes, 244
cognitive conflict, 23
Guadalupe, Maria, composition (manager levers), 47
H
Hackman, Richard, context (decision-making process), 54
Hadomi, Ori, Devil’s Advocacy, 180-181
Hagerty, Robert, stimulating debate, 126
Halberstam, David, 39
Hall, Rob, 1996 Mount Everest expedition, 11, 19-22
candor and the importance of leadership, 101
Ham, Linda
candor and the importance of leadership, 101-102
Columbia space shuttle disaster, 81-83
Hambrick, Donald, decisions made during meetings, 13
cultural lock-ins, 77
decision-making bodies, composition of, 90-92
information-filtering mechanisms, 89-90
tenure and dissent, 92
Hardy, George, Challenger space shuttle disaster, 160
Harris, Andy, 1996 Mount Everest expedition, 21
Harrison, F., The Managerial Decision-Making Process, 214
Harvard Business School, questions versus answers as leadership strategy, 312
Heath, Chip (Lexicon), reasoning by analogy (overcoming indecision), 219
Heath, Dan (Lexicon), reasoning by analogy (overcoming indecision), 219
Heifetz, Ronald, leadership and the lone warrior myth, 304-305
Henderson, Fritz (General Motors), candor and composition of decision-making bodies, 91
herd behavior, indecision and, 223-224
heuristics, overcoming indecision by, 221-223
hiring yes-men, 9
Hitler, Adolf, Munich analogy and decision-making, 219-220
Honeywell International, process-oriented small wins, 284-285
Houghton, Jamie (Corning Incorporated), shifting towards decision mode (closure), 291-292
Houseman, John, questions versus declarations (Devil’s Advocacy), 195-196
Huard, Damon, role-playing methods, 117-118
hub-and-spoke communication systems, 128, 130-131
Hume, David, 109
I
IBM (International Business Machines)
leadership, 304
questions versus declarations (Devil’s Advocacy), 197
IDEO
affective conflict, managing, 153
Devil’s Advocacy, 191
imitation, overcoming indecisions by, 223-224
implementation’s role in composition (decision-making process), 49-50
in-groups versus out-groups (threat rigidity), 28
indecision
Beth Israel Deaconness Medical Center, 203-204
cycle of indecision, 209
Managerial Decision-Making Process, The, 214
dashboards, uncluttering, 215
information gathering, 215-216
overcomplicating decisions, 217
problems, failing to recognize, 224-225
strategies for overcoming, 218
rules of thumb (overcoming indecision), 221-223
Indianapolis Colts, role-playing methods, 117-118
information
candor and information-filtering mechanisms, 89-90
disseminating information, effects on legitimate decision-making processes, 254-255
gathering information and the culture of indecision, 215-216
Intel
Grove, Andrew
appreciation in fair decision-making processes, 244
cognitive conflict, 23
intellectual exercises, decisions as, 12, 14-15
intent, communicating in fair and legitimate decision-making processes, 260-261
Intuit Inc., composition (manager levers), 47
Iraq no-fly zones, U.S. Air Force and (candor), 87-88, 100
issues (framing), candor and, 96-98
iterative process, closure and, 277
Iyengar, Sheena, managing affective conflict, 157-158
J–K
Janis, Irving, domesticating dissenters (debates), 129-130
Jobs, Steve (Apple, Inc.), composition (manager levers), 46
Johnson, Elmer (General Motors), bankruptcy and bailout, 75-76
Johnson, Lyndon, domesticating dissenters (debates), 129-130
Kearns Goodwin, Doris, Abraham Lincoln and fair decision-making processes, 245-246
Kelley, David (IDEO)
Devil’s Advocacy, 191
Kelley, Tom (IDEO), unfocus groups, 123-124
Kennedy, John F.
Bay of Pigs invasion
candor and composition of decision-making bodies, 91
composition (manager levers), 48
decision-making process, 39-41, 43
leadership in, 307
legitimate decision-making processes, 257
Cuban Missile Crisis
decision-making process, 41-44
legitimate decision-making processes, 257
process-centric learning, 66-67
Kennedy, Robert, Cuban Missile Crisis, 42
Keyes, Ralph, The Failure-Tolerant Leader, 55
Kill the Company exercises, 119-120
Kimberly-Clark, leadership in, 304
Kivetz, Ran, overcomplicating decisions and the culture of maybe, 217
Klein, Gary
intent, communicating in fair and legitimate decision-making processes, 260-261
mental stimulation to stimulate debate, 120-123
Kleinbaum, Rob (General Motors), bankruptcy and bailout, 76
Knight, Chuck (Emerson)
affective conflict management, 170-171
analogy, reasoning by (overcoming indecision), 221
Koch, R., 80/20 principle, 164
Korsgaard, Audrey, fair decision-making processes, 239
Kourey, Mike (Polycom), striving for false precision (debate), 134-135
Krakauer, Jon, 11
1996 Mount Everest expedition, 11, 22
Kranz, Gene, Apollo 13 mission and fair decision-making processes, 248-249
L
Langewiesche, William, Columbia space shuttle disaster, 101-102
language systems
altering (decision-making process), 55
Laymon, Joe, Ford Motor Company, 5
leadership
1996 Mount Everest expedition, 310-311
candor and the importance of leadership, 100-102
Carlyle, Thomas, 302
CCL (Center for Creative Leadership), 302-303
Franklin, Benjamin, 301
Kennedy, John F.
Bay of Pigs invasion, 307
McArthur, Jean, 312
personality traits of potential leaders, determining, 303-304
questions versus answers, 311-313
restraint, leading with, 309-311
situational leadership, 303-304
Smith, Darwin, 304
styles of, difficulties in conflict and consensus management, 26
taking charge, forms of, 306-309
Workforce Management magazine, 302
Wyatt, Watson, 302
learning
past experiences and learning, 67
process-centric learning, 66-67
legitimacy effect (control and the decision-making process), 61
legitimate decision-making processes, 249-250
destroying
information, disseminating, 254-255
intent, communicating, 260-261
Leonardi, Paul, repetitive communication and fair processes, 244
Lepper, Mark
biases, confronting (Devil’s Advocacy), 192-193
debate, diagnosing for constructive conflict, 145-146
Levi Strauss & Co., reasoning by analogy (overcoming indecision), 219
Levy, Paul (Beth Israel Deaconness Medical Center)
affective conflict, managing, 152-172
closure (decision-making process), 292-293
fair decision-making processes, 246-248, 261-263
Lexicon, reasoning by analogy (overcoming indecision), 219
Li, Hongyi, composition (manager levers), 47
Liebman, Mel, constructive conflict, 143-144
Lincoln, Abraham, fair decision-making processes, 245-246
listening (active) and fair decision-making, 242
Loeb, Marshall, leadership, 301-302
Logan International Airport (Boston, Massachusetts), candor and issue framing, 97-98
lone warrior myth, leadership and, 304-306
Lord, Charles
biases, confronting (Devil’s Advocacy), 192-193
debate, diagnosing for constructive conflict, 145-146
Lutz, Bob (General Motors), candor and composition of decision-making bodies, 91
M
Mabie, Hamilton Wright, 75
Madera, Pam, Columbia space shuttle disaster, 79
majority opinions, minority views changing (Devil’s Advocacy), 185-188
Managerial Decision-Making Process, The, 214
managers and the decision-making process
composition (manager levers), 46-52
manager analysis and, 12
manager decisions and actions, 12, 17
Mann Gulch, Montana forest fire and the importance of trust in closure (decision-making process), 294-296
Manning, Peyton, role-playing methods, 117-118
March, James, legitimate decision-making processes, 251
Massport, manager decisions and actions, 97-98
May, Ernest, Munich analogy and decision-making, 219-220
May, Randy (U.S. Air Force), candor and
status differences, 94
information gathering, 215-216
overcomplicating decisions, 217
Mazor Robotics, Devil’s Advocacy, 180-181
McAllister, Ian (Amazon.com), working backwards, 121-123
McArthur, Jean (Harvard Business School), questions versus answers as leadership strategy, 312
McNamara, Robert, Bay of Pigs invasion, 40-41
meetings, decisions made during, 12-14
mental stimulation to stimulate debate, 120-123
minority views changing majority opinions (Devil’s Advocacy), 185-188
Minson, Julia, encouraging entrenchment and polarization (debate), 132-133
misalignment in fair and legitimate decision-making processes, 258-260
Mitchell, Terence, culture of maybe, 212-213
Montana, 1949 Mann Gulch forest fire, 294-296
Moore, Gordon (Intel), role-playing methods, 118-119
Moore’s law, 222
Morath, Julie, context (decision-making process), 55
Mount Everest expedition (1996), 11, 19-22
Moyers, Bill, domesticating dissenters (debates), 129-130
Moynihan, Patrick, 1983 Social Security crisis, 284
MSNBC, confronting biases (Devil’s Advocacy), 193
Mueller, Jennifer
composition (manager levers), 47
entrenchment and polarization, encouraging (debate), 132-133
Mulally, Alan (Ford Motor Company), 1-2, 5-6
business plan review process, 2-5
company focus, changing, 2
context (decision-making process), 54
Mulloy, Larry, Challenger space shuttle disaster, 160
Mussallem, Mike (Edwards Lifesciences), stimulating debate, 137
Myers-Briggs tests, managing affective conflict, 156-157
N
Nadler, David (Corning Incorporated)
decision mode, shifting into (closure), 291-292
NASA (National Aeranautics and Space Administration)
Apollo 13 mission, fair decision-making processes, 248-249
candor and
Columbia space shuttle disaster, 79-84, 86-87
importance of leadership, 101-102
language systems, 95
taken-for-granted assumptions, 99-100
Challenger space shuttle disaster, managing affective conflict, 159-161
Columbia space shuttle disaster
candor (lack of), as example, 79-84
candor and structural complexity, 86-87
NASA’s decision making process, 49
response time, crowding out (debate), 131-132
Navone, Victor, Pixar and Devil’s Advocacy, 190
Neeley, Tsedal, repetitive communication and fair processes, 244
Nelson, Randy, Pixar and Devil’s Advocacy, 191
Nemeth, Charlan
broken record, Devil’s Advocacy as, 198
minority views changing majority opinions (Devil’s Advocacy), 185-187
Netzer, Oded, overcomplicating decisions and the culture of maybe, 217
Neustadt, Richard, Munich analogy and decision-making, 219-220
New England Patriots, role-playing methods, 117-118
norms (behavioral), decision-making process, 54
O–P
Olsen, Ken (DEC), origins of indecisive cultures, 225-226
O’Neill, Tip, 1983 Social Security crisis, 281-282
Oral Roberts University, role-playing methods, 119-120
organizational defense routines, difficulties in conflict and consensus management, 28-29
out-groups versus in-groups (threat rigidity), 28
outcome-oriented small wins (closure), 283, 286-290
outcomes, shaping, 44
Page, Larry (Apple, Inc.), composition (manager levers), 47
Pan Am and Boeing plane development, affective conflict management, 164-166
Parcells, Bill
complicated issues and small wins, 280
leadership styles and conflict and consensus management, 26
Pareto principle, managing affective conflict, 163-164
past experiences and learning, 67
personal relationships role in composition (decision-making process), 50-51
personality traits of potential leaders, determining, 303-304
Peters, Tom, leadership, 303-304
Pfeffer, Jeffrey, culture of no, 207-208
Pisano, Gary, candor and status differences, 92-93
Pixar, Devil’s Advocacy, 188-191
Plussing technique (Devil’s Advocacy), 188-191
point-counterpoint techniques, stimulating debate via, 126-128
polarization, debates and, 128, 132-133, 146
Polman, Evan, role-playing methods, 119
Polycom
false precision, striving for (debate), 134-135
Hagerty, Robert, 126
point-counterpoint techniques, stimulating debate via, 126
Pope John Paul II, saints and the canonization process, 180
Pope Sixtus V, saints and the canonization process, 179-180
position, announcing (control and the decision-making process), 61
pressures (situational), decision-making process, 53-54
procedural fairness. See fair decision-making processes
procedural legitimacy. See legitimate decision-making processes
processes
process-centric learning, 66-67
process-oriented small wins (closure), 283-286
shaping, 44
synchronization, 285
psychological context (decision-making process), 53-55
Psychology of Procedural Justice, The, 237
Q–R
questions versus
answers, leadership and, 311-313
declarations (Devil’s Advocacy), 195-197
Quinn, James Brian, decisions made during meetings, 14
Raben, Charles, building conflict capabilities, 172-173
Ragan, James, Devil’s Advocacy, 182
Rand, Barry, hiring yes-men, 9
Rau, John, reasoning by analogy (overcoming indecision), 219
Reagan, Ronald, 1983 Social Security crisis, 281-282
reasoning by analogy (overcoming indecision), 51-52
Rechner, Paula, stimulating debate, 135
redescribing (affective conflict management technique), 162-166
reflecting (affective conflict management technique), 168-169
reframing (affective conflict management technique), 159-162
Reindl, Rob (Edwards Lifesciences), stimulating debate, 137
remembering (affective conflict management technique), 171-172
repairing (affective conflict management technique), 169-171
repetitive communication, fair decision-making processes and, 244
respect, managing affective conflict, 156-158
response time, crowding out (debate), 128, 131-132
restraint, leading with, 309-311
revisiting (affective conflict management technique), 166-167
Ride, Sally, Columbia space shuttle disaster, 83
Rivkin, Jan, reasoning by analogy (overcoming indecision), 220-221
Rocha, Rodney, Columbia space shuttle disaster, 79, 81-82
role ambiguity, candor and, 87-88
role-playing methods
debate, ways to stimulate, 116-120
Kill the Company exercises, 119-120
rooms, decisions made in, 12-14
Roosevelt, Franklin D, stimulating debate via point-counterpoint techniques, 126-128
Ross, Lee
biases, confronting (Devil’s Advocacy), 192-193
debate, diagnosing for constructive conflict, 145-146
Royal/Dutch Shell, mental stimulation to stimulate debate, 120-121
Ruckleshaus, William (EPA), complicated issues and small wins, 280-281
rules of thumb (overcoming indecision), 221-223
Rumsfeld, Donald, candor and information-filtering mechanisms, 90
Russo, J. Edward, Decision Traps: The Ten Barriers to Brilliant Decision-Making and How to Overcome Them, 275
S
saints, canonization process and (Devil’s Advocacy), 179-180
Sandberg, William
debate, stimulating, 135
Devil’s Advocacy, 182
Sapienza, Harry, fair decision-making processes, 239
Saturday Night Live, Devil’s Advocacy, 189-190
scenarios, building to stimulate debate, 120-121
Schein, Edgar, candor and taken-for-granted assumptions, 98-99
Schnur, Jon, managing affective conflict, 157
Schoemaker, Paul, Decision Traps: The Ten Barriers to Brilliant Decision-Making and How to Overcome Them, 275
Schrempp, Jurgen (Daimler-Benz), legitimate decision-making processes, 249-252
Schrift, Rom, overcomplicating decisions and the culture of maybe, 217
Schweiger, David
debate, stimulating, 135
Devil’s Advocacy, 182
fair decision-making processes, 239
Segall, Ken, composition (manager levers), 46
self-serving motives, effects on legitimate decision-making processes, 252-253
situational leadership, 303-304
situational pressures (decision-making process), 53-54
Six Thinking Hats (communication and the decision making process), 56
skeptical generalists, 41
Skilling, Jeffrey (Enron Corporation), candor and status differences, 94
small wins, complicated issues and, 278-281
examples of, 283
outcome-oriented small wins, 283, 286-290
process-oriented small wins, 283-286
Smith, Brad, composition (manager levers), 47
Smith, Darwin (Kimberly-Clark), leadership, 304
Social Security, 1983 Social Security crisis, 281-287
Socratic method, Devil’s Advocacy and, 197
taken-for-granted assumptions, 98-100
Sorensen, Theodore, Cuban Missile Crisis, 42
space shuttle Challenger disaster, managing affective conflict, 159-161
space shuttle Columbia disaster
candor
importance of leadership, 101-102
NASA’s decision making process, 49
response time, crowding out (debate), 131-132
speaking up (candor)
composition of decision-making bodies, 90-92
cultural lock-ins, 77
information-filtering mechanisms, 89-90
tenure and dissent, 92
taken-for-granted assumptions, 98-100
speaking up, failure to, 80
Spencer, Janet, building conflict capabilities, 172-173
Stanton, Andrew (Pixar), Devil’s Advocacy, 188-189
Stasser, Garold, Devil’s Advocacy, 182-183
status, differences in (candor), 92-94
strategic decision making, 7-8
Chief Executive decisions, 12-13
dissent and, 25
intellectual exercises, decisions as, 12, 14-15
managers
meetings, decisions made during, 12-14
structural complexity, candor and, 85-87
structural context (decision-making process), 53
subgroups (communication and the decision-making process), 59-60
Sun Life Financial
affective conflict, managing, 154-156
conceptual model use to stimulate debate, 125
Dougherty, Kevin, 125
sunk-cost bias, 14
Sutter, Joe, Boeing and Pan Am plane development, 164-166
Sutton, Robert, culture of no, 207-208
synchronization and process-oriented small wins, 285
T
taken-for-granted assumptions, candor and, 98-100
taking charge, forms of (leadership), 306-309
teams, building. See composition (decision-making process)
Teele, Stanley, culture of maybe, 213
Tennant, Mark, managing affective conflict, 156-157
tenure, dissent and (candor), 92
Tetrault, Roger, candor and issue framing, 97
Thibault, John, fair decision-making processes, 236
Thiokol, Martin, Challenger space shuttle disaster, 159-160
Thomson, James, domesticating dissenters (debates), 129-130
threat rigidity, difficulties in conflict and consensus management, 27-28
Tichy, Noel, strategic decision making, 7
token alternatives, effects on legitimate decision-making processes, 253-254
Trippe, Juan, Boeing and Pan Am plane development, 164-166
Truman, Harry
closure (decision-making process), 271-272
Munich analogy and decision-making, 219-220
trust, importance in closure (decision-making process), 293-297
Tyler, Tom, fair decision-making processes, 236-237
U
Ulrich, Dave, strategic decision making, 7
Ury, William, managing affective conflict, 154, 159, 161-162
U.S. Air Force and Iraq no-fly zones, candor and
importance of leadership, 100
U.S. Forest Service, candor and language systems, 95-96
U.S. government’s decision-making process
1983 Social Security crisis, 281-283, 284, 286-287
Bay of Pigs invasion, 39-41, 43
candor and composition of decision-making bodies, 91
leadership in, 307
legitimate decision-making processes, 257
legitimate decision-making processes, 257
U.S. Navy, giving people a voice (fair and legitimate decision-making processes), 257-258
Useem, Michael, 1949 Mann Gulch, Montana forest fire and trust’s importance in closure (decision-making process), 295
USS Benfold, giving people a voice (fair and legitimate decision-making processes), 257-258
V–W
Vaughan, Diane
candor and
importance of leadership, 101-102
issue framing, 97
Columbia space shuttle disaster, 83-84
Venton, Andrew, divergence-convergence decision-making model, 276-277
views, revealing (control and the decision-making process), 61
voice, giving people (fair and legitimate decision-making processes), 257-258
Waddell, Brian, Devil’s Advocacy, 183-184
Wagoner, Rick (General Motors), candor and composition of decision-making bodies, 91
Walker, Laurens, fair decision-making processes, 236
WALL-E, Devil’s Advocacy, 188-189
Wang, Jim, candor and status differences, 93
Washington Post, confronting biases (Devil’s Advocacy), 194-195
Watkins, Michael
charade of consultation, 238
control (decision-making process), 61-65
Weick, Karl
complicated issues and small wins, 278-279
intent, communicating in fair and legitimate decision-making processes, 260-261
Weingarten, Gene (Washington Post), confronting biases (Devil’s Advocacy), 194-195
Welch, Jack (General Electric)
candor
structural complexity, 86
fair decision-making processes, 244
imitation, overcoming indecisions by, 223
leadership, 304
reality, managing, 18
Wickson, Eric (U.S. Air Force), candor and
Williams, M. Lee, decision downloading, 243
Withey, Annie, managing affective conflict, 167
Wooden, John, Devil’s Advocacy, 179
Workforce Management magazine, leadership, 302
working backwards (Amazon.com), 121-123
Wulf, Julie, composition (manager levers), 47
Wyatt, Watson, leadership, 302
X–Y–Z
yes-men, hiring, 9
Yoon, Sukki, Devil’s Advocacy, 183-184
Your Show of Shows
affective conflict, managing, 156