Making Judgement Calls  

Oleh:

Tichy, Noel M. ; Bennis, Warren G.

Jenis: Article from Bulletin/Magazine - ilmiah internasional
Dalam koleksi: Harvard Business Review bisa di lihat di link (http://web.b.ebscohost.com/ehost/command/detail?sid=f227f0b4-7315-44a4-a7f7-a7cd8cbad80b%40sessionmgr114&vid=12&hid=105&bdata=JnNpdGU9ZWhvc3QtbGl2ZQ%3d%3d#db=bth&jid=HBR) vol. 85 no. 10 (Oct. 2007), page 94-107.
Topik: Leadership; judgement; leadership & managing people; management performance; managers.

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Perpustakaan Pusat (Semanggi) Nomor Panggil: HH10.34 Non-tandon: 1 (dapat dipinjam: 0) Tandon: tidak ada

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According to the traditional view, judgement is an event : You make a decision and then move on. Yet Tichy, of the University of Michigan's Ross School of Business, and Bennis, of the University of Southern California's Marshall School of Business, found that good leadership judgement occurs not in a single moment but throughout a process. From their research into the complex phenomenon of leadership judgement, the authors also found that most important judgement calls reside in one of three domains : people, strategy, and crisis. Understanding the essence of leadership judgment is crucial. A leader's calls determine an organization's success or failure and deliver the verdict on his or her career. The first phase of the judgment process is preparation - identifying and framing the issue that demands a decision and aligning and mobilizing key stakeholders. Second is the call itself. And third is acting on the call, learning and adjusting along the way. Good leaders use a "story line" - an articulation of a company's identity, direction, and values - to inform their actions throughout the judgment process. Boeing CEO Jim McNerney, for instance, focused on a story line of Boeing as a world - class competitor and ethical leader to make a judgment call that launched the company's recovery from a string of ethical crises. Good leaders also take advantage of "redo loops" throughout the process, reconsidering the parameters of the decision, relabeling the problem, and redefining the goal in a way that more and more people can accept. Procter & Gamble's A. G. Lafley and Best Buy's Brad Anderson have both used redo loops - in preparation and execution, respectively - to strengthen not only support for their calls but also the outcomes.

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