What is included with this book?
Michael A. Roberto is the Trustee Professor of Management at Bryant University in Smithfield, Rhode Island, after six years as a faculty member at Harvard Business School. His research, teaching, and consulting focus on strategic decision-making processes and senior management teams. He is the author of Why Great Leaders Don’t Take Yes for an Answer (Wharton School Publishing, 2005).
Acknowledgments | p. xii |
About the Author | p. xv |
Preface | p. xvi |
From Problem-Solving to Problem-Finding | p. 1 |
Embrace Problems | p. 6 |
Why Problems Hide | p. 9 |
Cultures of Fear | p. 9 |
Organizational Complexity | p. 11 |
Gatekeepers | p. 13 |
Dismissing Intuition | p. 14 |
Lack of Training | p. 15 |
Making Tradeoffs | p. 17 |
Becoming an Effective Problem-Finder | p. 18 |
The Isolation Trap | p. 20 |
Circumvent the Gatekeepers | p. 27 |
Why Filtering Takes Place | p. 31 |
Efficiency Concerns | p. 31 |
Pressures for Conformity | p. 32 |
Confirmation Bias | p. 33 |
Advocacy | p. 34 |
Circumventing the Filters | p. 35 |
Listen with Your Own Ears | p. 36 |
Seek Different Voices | p. 39 |
Connect with Young People | p. 41 |
Go to the Periphery | p. 43 |
Talk to the Nons | p. 45 |
A Most Prescient Leader | p. 46 |
Become an Ethnographer | p. 53 |
Why Don't People Do What They Say? | p. 57 |
Leading Questions | p. 58 |
Group Dynamics | p. 59 |
The Unconscious Mind | p. 61 |
Honing Your Powers of Observation | p. 62 |
A Few Words of Caution | p. 66 |
Hunt for Patterns | p. 73 |
What Is Intuition? | p. 75 |
Faulty Analogies | p. 77 |
Solutions in Search of Problems | p. 80 |
Building Your Pattern-Recognition Capabilities | p. 84 |
Better Analogies | p. 84 |
Mentoring | p. 87 |
Mining the Data | p. 89 |
What Do You Learn at Business School? | p. 90 |
Connect the Dots | p. 95 |
The CIA in Kuala Lumpur | p. 97 |
The Phoenix Memo | p. 98 |
The Minneapolis Field Office Investigation | p. 99 |
The 9/11 Attacks | p. 100 |
Why Not Share Information? | p. 102 |
Information Sharing in Small Groups | p. 104 |
How to Facilitate Information Sharing | p. 106 |
Leading Teams | p. 107 |
Leading Organizations | p. 109 |
Mindset Matters | p. 112 |
Encourage Useful Failures | p. 119 |
Why Tolerate Failure? | p. 121 |
Acceptable Versus Unacceptable Failures | p. 125 |
Before the Failure | p. 126 |
During the Failure | p. 127 |
After the Failure | p. 130 |
Useful, Low-Cost Failures | p. 132 |
Teach How to Talk and Listen | p. 139 |
Crew Resource Management Training | p. 143 |
Communication Errors | p. 145 |
Improving Interpersonal Communication | p. 147 |
Briefings | p. 147 |
Handoffs | p. 149 |
Speaking Up Effectively | p. 151 |
Listening | p. 155 |
Train Teams, Not Individuals | p. 156 |
Watch the Game Film | p. 161 |
After-Action Reviews: Promise and Peril | p. 166 |
Competitor Intelligence: Promise and Peril | p. 173 |
Deliberate Practice | p. 176 |
Looking in the Mirror | p. 180 |
The Mindset of a Problem-Finder | p. 185 |
Three Dimensions of a New Mindset | p. 189 |
Intellectual Curiosity | p. 189 |
Systemic Thinking | p. 191 |
Healthy Paranoia | p. 192 |
Index | p. 195 |
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