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From the judgment of leadership to the leadership of judgment: The fallacy of heroic decision making
Author(s) -
Davenport Thomas H.,
Manville Brook
Publication year - 2012
Publication title -
leader to leader
Language(s) - English
Resource type - Journals
eISSN - 1531-5355
pISSN - 1087-8149
DOI - 10.1002/ltl.20046
Subject(s) - deliberation , fallacy , value (mathematics) , citizen journalism , process (computing) , public relations , sociology , political science , business , epistemology , computer science , politics , law , operating system , philosophy , machine learning
Forward‐thinking organizations in today's highly competitive world, Davenport and Manville believe, have leaders who are willing to reach out to others to arrive at the best decisions. Their research encompasses fundamental changes in operations for such disparate companies as EMC (data storage) and the Media General news firm. The same principle holds for non‐businesses, including Charlotte‐Mecklenburg Schools in North Carolina, and even NASA. Four strategies are common in these situations: “acknowledging the value of the collective, developing a participatory problem‐solving process, integrating analytical tools and information sources, and building a sustaining culture of debate and deliberation.”