with Dr. Michael Roberto
November 16, 2023
11 AM - 2 PM Eastern Time
$395 (US) per person

Book by Dr. Michael Roberto
Book by Dr. Michael Roberto



Leaders hear 'yes' far too often. They don't hear bad news until it's too late. It's an enormous problem for leaders, for teams, for the entire organization. But is it inevitable? Absolutely not. This program shows you how to stimulate dissent and debate to improve your decision-making. Of course, conflict alone does not produce better decisions and improved results. Leaders need to cultivate debate and simultaneously build consensus. 

Through fascinating examples from history, including the Bay of Pigs, Cuban Missile Crisis, and the tragedy on Mount Everest, this program will explore the five myths of decision making; how to foster open debate that actually builds long-term consensus; how to achieve "diversity in counsel, unity in command"; how to move to closure and overcoming the inability to decide; avoiding "analysis paralysis" and other pitfalls. Whether you're a leader or a project team member, this program will help you leverage your team's immense untapped wisdom to make better decisions-and get better results.


Dr. Michael Roberto is the Trustee Professor of Management at Bryant University in Smithfield, RI, joining the tenured faculty after six years on the faculty at Harvard Business School. He has also has been a Visiting Associate Professor of Management at New York University's Stern School of Business. Dr. Roberto's research focuses on decision making, teamwork, and leadership. He has published three books and has taught and consulted at a number of firms including Mars, Deloitte, Google, Target, Apple, FedEx, Disney, Morgan Stanley, IBM, Wal-Mart, Amica, and Textron.



  • How to stimulate dissent and debate to improve decision-making
  • Ways to build a climate of candor and trust
  • Techniques for managing conflict constructively
  • How to avoid analysis paralysis and other decision-making pitfalls



Building and Leading a Team

Case Study: The 1996 Mount Everest Tragedy

  • Critical lessons regarding leadership style, common decision-making errors, team design, and the importance of developing a climate where people feel comfortable expressing dissenting views

Designing an Effective Decision-Making Process

Case Study: Bay of Pigs and Cuban Missile Crisis

  • Through the study of these two classic decisions by President Kennedy, we compare and contrast how these two teams managed conflict more vs. less effectively. It also provides an interesting contrast in the leadership approach that Kennedy took in the failed decision vs. the later successful one.Specifically, he learned a great deal from the failure, and adapted his leadership style and his decision-making process in several critical ways in the latter case.

Fostering Innovative Decision-Making Case Study: IDEO

  • IDEO is one of the world's leading product design firms. How has this firm consistently designed innovative, market leading products for companies in a wide variety of industries? What are the critical components of their highly creative, yet disciplined process for innovation and new product development? This case study allows us to examine how leaders at IDEO foster creativity and innovation, and build and lead high-performing teams. It also helps us understand the ways in which the leaders at IDEO have created a culture that encourages and stimulates innovation, which enables IDEO to sustain competitive advantage over time in a dynamic industry.

Delivery Method: Group Internet Based (Zoom platform)
Prerequisites: None
Advanced Preparation: None
Participants will earn 3.5 CPE credits or 3 PDC credits
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