{"product_id":"whos-in-the-room-9781118067871","title":"Whos in the Room","description":"\u003cb\u003eBook Synopsis\u003c\/b\u003e\u003cbr\u003e\u003cp\u003e\u003cb\u003eIs your company run by a team with no name?\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eAt the top of every organization chart lies a myththat a Senior Management Team makes a company''s critical decisions. The reality is that critical decisions are typically made by the boss and a small group of confidantsa team with no nameoutside of formal processes. Meanwhile, other members of the management team wonder why they weren''t in the room or even consulted ahead of time. The dysfunction that results from this gap between myth and reality has led to years of unproductive team building exercises. The problems, Frisch shows, are ones of process and structure, not psychology.\u003c\/p\u003e \u003cp\u003eIn \u003ci\u003eWho''s in the Room?\u003c\/i\u003e Bob Frisch provides a unique perspective to this widely misunderstood issue. Flying in the face of decades of organizational psychology, he argues that the solution lies not in addressing behaviors, but in unseating the senior management team as the epicenter of decision making. Using a broad portfolio of team\u003cbr\u003e\u003cbr\u003e\u003cb\u003eTrade Review\u003c\/b\u003e\u003cbr\u003e\u003c\/p\u003e\u003cp\u003e“Great guide for any leader to use in mapping out his or her advisory teams”\u003cbr\u003e —800 CEO Read\u003c\/p\u003e \u003cp\u003e“Authoritative and pragmatic look at how to make the right calls”\u003cbr\u003e —Julian Birkinshaw, Management Today\u003c\/p\u003e \u003cp\u003e“Offers real-world strategies for making the best of how organizations seem to work”\u003cbr\u003e —The Leader Lab\u003c\/p\u003e \u003cp\u003e“How to structure organizational teams in a way that is both more realistic and more productive is at the heart of Frisch’s book”\u003cbr\u003e —CIO Magazine\u003c\/p\u003e \u003cp\u003e“What you really want from a book on organizational decision making and leadership”\u003cbr\u003e —New York Journal of Books\u003c\/p\u003e \u003cp\u003e“You’ll know his advice is working when you see a dramatic drop-off in people coming into your office and asking, \"Why wasn’t I in the room?\"\u003cbr\u003e —Matthew May, Amex OPEN Forum\u003c\/p\u003e \u003cp\u003e“\u003ci\u003eWho’s in the Room? f\u003c\/i\u003ealls in the great category…due to the book's ability to jar your perspective of how teams do and should operate.”\u003cbr\u003e —Michael Wade, Execupundit\u003c\/p\u003e\u003cbr\u003e\u003cbr\u003e\u003cb\u003eTable of Contents\u003c\/b\u003e\u003cbr\u003e\u003cp\u003eIntroduction: Who’s in the Room? 1\u003c\/p\u003e \u003cp\u003e\u003cb\u003ePart One: From Problem to Portfolio 5\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003e\u003cb\u003e1 Most Companies Are Run by Teams with No Names 7\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eThe Myth of the Top Team\u003c\/p\u003e \u003cp\u003eIllusion and Reality\u003c\/p\u003e \u003cp\u003eThe Problem That Isn’t There, But Won’t Go Away\u003c\/p\u003e \u003cp\u003e\u003cb\u003e2 Team Building Won’t Solve the Problem 21\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eWhen the Shrinks Go Marching In\u003c\/p\u003e \u003cp\u003eAfter the Shrinks Have Gone\u003c\/p\u003e \u003cp\u003e\u003cb\u003e3 Don’t Blame the Boss 29\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eIn Search of the Ideal Leader\u003c\/p\u003e \u003cp\u003eInside the Box\u003c\/p\u003e \u003cp\u003eDo the ‘‘Rights’’ Thing\u003c\/p\u003e \u003cp\u003e\u003cb\u003e4 Four Fundamental Conflicts at the Heart of Senior Management Teams 41\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eMission Control Versus Knights of the Round Table: Functional Specialists or Reflections of the CEO?\u003c\/p\u003e \u003cp\u003eThe Team Versus the Legislature: The Representative from Finance, the Senator from Operations\u003c\/p\u003e \u003cp\u003eThe House Versus the Senate: Are Some More Equal Than Others?\u003c\/p\u003e \u003cp\u003eThe Majority Versus the Majority: The Impossibility of Deciding\u003c\/p\u003e \u003cp\u003eMaybe the Problem Is That There Is No Problem\u003c\/p\u003e \u003cp\u003e\u003cb\u003e5 Case Study: How One CEO Transformed His Top Team 57\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eThe Past as Prologue\u003c\/p\u003e \u003cp\u003eMoving from a Single Top Team to Multiple Teams\u003c\/p\u003e \u003cp\u003eThe Team That Sits Together Works Together\u003c\/p\u003e \u003cp\u003eTailoring the Structure to Suit Your Needs as a Leader\u003c\/p\u003e \u003cp\u003e\u003cb\u003e6 Best Practices: Design an Organization That Delivers the Outcomes You Need 73\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eThe Three Centers of Gravity\u003c\/p\u003e \u003cp\u003eFlexing in Five Dimensions\u003c\/p\u003e \u003cp\u003eThe Portfolio and the Payoff\u003c\/p\u003e \u003cp\u003e\u003cb\u003ePart Two: The Senior Management Team Unbound 91\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003e\u003cb\u003e7 Engage the Senior Management Team in Three Critical Conversations No Other Team Can Have 93\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003e\u003cb\u003e8 Align the Senior Management Team Around a Common View of the World 99\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eThe Starting Point: Aligning Around Trends\u003c\/p\u003e \u003cp\u003eClustering Trends into Drivers of Change\u003c\/p\u003e \u003cp\u003eUnderstanding Capabilities and Assets\u003c\/p\u003e \u003cp\u003eWalking the Boundaries of the Company: Testing Walls and Fences\u003c\/p\u003e \u003cp\u003eDefining and Selecting Opportunities\u003c\/p\u003e \u003cp\u003e\u003cb\u003e9 Prioritize and Integrate Initiatives to Hit the Strategic Bull’s-Eye 119\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eAsking the Nearly Impossible: Prioritizing Initiatives\u003c\/p\u003e \u003cp\u003eThe Real Source of the Difficulty\u003c\/p\u003e \u003cp\u003eChanging the Conversation\u003c\/p\u003e \u003cp\u003eIt’s All Relative\u003c\/p\u003e \u003cp\u003eHitting the Bull’s-Eye: Making Initiatives Work Together\u003c\/p\u003e \u003cp\u003e\u003cb\u003e10 Move from ‘‘\u003ci\u003eShould \u003c\/i\u003eWe Do This?’’ to ‘‘\u003ci\u003eHow \u003c\/i\u003eDo We Do This?’’ 145\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eIt All Depends: Why Initiatives Fail\u003c\/p\u003e \u003cp\u003ePutting on the Brakes: The Value of Parochialism\u003c\/p\u003e \u003cp\u003eThe American Red Cross: Managing Dependencies at the Speed of Disaster\u003c\/p\u003e \u003cp\u003eGoing from ‘‘Should’’ to ‘‘How’’\u003c\/p\u003e \u003cp\u003eFixing What’s Actually Broken\u003c\/p\u003e \u003cp\u003e\u003cb\u003e11 Tailor Your Portfolio of Teams for Top Performance Now 167\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eThinking It Through\u003c\/p\u003e \u003cp\u003ePutting the New Approach into Motion\u003c\/p\u003e \u003cp\u003eRepurposing the SMT\u003c\/p\u003e \u003cp\u003eWho’s in the Room?\u003c\/p\u003e \u003cp\u003eAcknowledgments 179\u003c\/p\u003e \u003cp\u003eThe Author 183\u003c\/p\u003e \u003cp\u003eIndex 185\u003c\/p\u003e","brand":"John Wiley \u0026 Sons Inc","offers":[{"title":"Default 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