Contents
Why Great Leaders Don’t Take Yes for an Answer: Managing for Conflict and Consensus
Chapter 1 The Leadership Challenge
The Perils of Conflict and Dissent
Chapter 2 Deciding How to Decide
Chapter 3 An Absence of Candor
Chapter 4 Stimulating the Clash of Ideas
Chapter 5 Keeping Conflict Constructive
Chapter 6 A Better Devil’s Advocate
The Devil’s Advocate in Business
Chapter 7 The Dynamics of Indecision
The Origins of Indecisive Cultures
Chapter 8 Fair and Legitimate Process
The 1983 Social Security Crisis
Types of Intermediate Agreements
Chapter 10 Leading with Restraint
Know What You Don’t Know: How Great Leaders Prevent Problems Before They Happen
Chapter 1 From Problem-Solving to Problem-Finding
Becoming an Effective Problem-Finder
Chapter 2 Circumvent the Gatekeepers
Chapter 3 Become an Ethnographer
Why Don’t People Do What They Say?
Honing Your Powers of Observation
Solutions in Search of Problems
Building Your Pattern-Recognition Capabilities
What Do You Learn at Business School?
The Minneapolis Field Office Investigation
Information Sharing in Small Groups
How to Facilitate Information Sharing
Chapter 6 Encourage Useful Failures
Acceptable Versus Unacceptable Failures
Chapter 7 Teach How to Talk and Listen
Crew Resource Management Training
Improving Interpersonal Communication
After-Action Reviews: Promise and Peril
Competitor Intelligence: Promise and Peril
Chapter 9 The Mindset of a Problem-Finder