Why Great Leaders Don't Take Yes for an Answer: Managing for Conflict and Consensus

Michael A. Roberto is a faculty member at the Harvard Business School. He teaches courses on general management, managerial decision making, and business strategy. Professor Roberto's research focuses on strategic decision-making processes and senior management teams. Recently, he has studied why catastrophic group or organizational failures happen, such as the Columbia space shuttle accident and the 1996 Mount Everest tragedy. Professor Roberto's work has been published in the Harvard Business Review, California Management Review, and The Leadership Quarterly. He has taught in the leadership development programs at a number of organizations including Morgan Stanley, Mars, The Home Depot, Novartis, and The World Bank. He has also consulted with organizations such as Johnson & Johnson, Lockheed Martin, Corporate Executive Board, and The Advisory Board. Professor Roberto earned an M.B.A. with High Distinction and a doctorate from the Harvard Business School. While pursuing graduate studies at Harvard, he taught the introductory undergraduate course in economic theory, twice winning Harvard's Allyn Young Prize for Teaching in Economics. He lives in Holliston, Massachusetts with his wife, Kristin, and his two daughters, Grace and Celia.
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