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1、TheArtofCriticalDecisionMakingPartIProfessorMichaelA.RobertoTHETEACHINGCOMPANY®TheArtofCriticalDecisionMakingPartIIProfessorMichaelA.RobertoTHETEACHINGCOMPANY®MichaelA.Roberto,D.B.A.TrusteeProfessorofManagement,BryantUniversityMichaelA.RobertoistheTrusteeProfessorofManagementatBryantUniversityinSmi
2、thfield,RhodeIsland,whereheteachesleadership,managerialdecisionmaking,andbusinessstrategy.HejoinedthetenuredfacultyatBryantafterservingforsixyearsonthefacultyatHarvardBusinessSchool.HealsohasbeenaVisitingAssociateProfessoratNewYorkUniversity’sSternSchoolofBusiness.ProfessorRoberto’snewbook,KnowWhat
3、YouDon’tKnow:HowGreatLeadersPreventProblemsbeforeTheyHappen,waspublishedbyWhartonSchoolPublishingin2009.Itexamineshowleadersdiscoverhiddenproblemsandunearthbadnewsintheirorganizationsbeforesuchproblemsescalatetobecomemajorfailures.His2005book,WhyGreatLeadersDon’tTakeYesforanAnswer,wasnamedoneofthet
4、op-10businessbooksofthatyearbyTheGlobeandMail,Canada’slargestdailynewspaper.Thebookexamineshowleaderscancultivateconstructivedebatetomakebetterdecisions.ProfessorRoberto’sresearchfocusesonstrategicdecision-makingprocessesandseniormanagementteams.Healsohasstudiedwhycatastrophicgroupororganizationalf
5、ailureshappen,suchastheColumbiaspaceshuttleaccidentandthe1996MountEveresttragedy.HehaspublishedarticlesbasedonhisresearchinHarvardBusinessReview,CaliforniaManagementReview,MITSloanManagementReview,TheLeadershipQuarterly,andGroupandOrganizationManagement.ProfessorRoberto’sresearchandteachinghaveearn
6、edseveralmajorawards.His2004article,“StrategicDecision-MakingProcesses:BeyondtheEfficiency-ConsensusTradeoff,”wasselectedbyEmeraldManagementReviewsasoneofthetop-50managementarticlesof2004fromamong20,000articlesreviewedbythatorganizationthatyear.Hismultimediacasestudyaboutthe2003spaceshuttleaccident
7、,titled“Columbia’sFinalMission,”earnedthesoftwareindustry’sprestigiousCodieAwardin2006forBestPostsecondaryEducationInstructional/CurriculumSolution.Finally,anarticlebasedonhisresearchearnedhimtheRobertLitsc