Synopsis
A groundbreaking diagnosis of the fear of failure that traps all who work in organizations-complete with tested tools for making better choices and decisions, and working together more productively. Why do some people take credit for everything-dooming themselves to lonely crash-and-burn-while others go to extreme measures to hide from the spotlight? Why do "team efforts" often end in acrimony? Renowned consultant and business-school dean Roger Martin explains it's the fear of failure that infects companies and people with the bug he calls the Responsibility Virus. Drawing upon his years of experience advising the world's top companies on strategic planning, Martin shows how most poor decision-making begins at the level of individual behavior. Because most of us will do anything to win, maintain control, and avoid embarrassment, we constantly adapt our behavior to those around us. Trapped in this dynamic, we vacillate between taking charge and backing off, causing those around us to vacillate too, making it impossible to work with one another effectively. With lively case studies based on real business practice, Martin lays out tested tools that all of us can use as we negotiate choices and decisions. Eschewing management theory that focuses on issues such as centralized versus team structure in corporations, Martin lays out a wholly original way of understanding group dynamics. His sophisticated and impassioned belief in the "power of one" will be required reading for any of us who think about how we function in organizations, from the boardroom to the mailroom. Roger Martin's tools for conquering the Responsibility Virus:--The Frame ExperimentHelps those already stuck in over- or under-responsibility to arrest their downward spiral, one relationship at a time--The Choice-Structuring ProcessHelps members of a group create robust and compelling choices together, rather than leaping to roles of heroic leadership or passive followership-- The Responsibility LadderHelps managers and subordinates work together and shows each of us when and how to take on responsibility from a boss--Redefining Leadership and FollowershipHelps leaders move from unilateral decision-making to shared responsibilityRoger Martin was named one of "Sixteen Change Agents Who Are Creating Your Future" by Fast Company magazine, which said, "Martin is not interested in business as usual-or in business school as usual. "
About the Author
Dean of the Rotman School of Business at the University of Toronto, Roger Martin was f or fifteen years a consultant with the Monitor Com pany, where in addition to his client work on beha lf of some of the world's top corporations he serv ed as co-head for two years and was the founding c hairman of Monitor University, the firm's educatio nal arm. In addition to publishing in the Harvard Business Review, Time, and other periodicals, Mart in has worked with Harvard Business School colleag ues such as Michael Porter, Chris Argyris, and Mic hael Jensen. He has also been profiled in periodic als such as the Financial Times, the Globe and Mai l, and Fast Company. He lives in Toronto, Ontario.
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