By Pramath Raj Sinha
Ten years in the past, the founders of the Indian university of industrial, Hyderabad articulated a imaginative and prescient that was once as formidable to execute because it was once basic to nation: to construct a world-class company tuition in India.
the remainder is heritage: inside a decade the ISB grew from a start-up enterprise to globally top-ranked company college, named one of the best twenty company colleges on this planet 3 years in a row, with the excellence of being the youngest company tuition ever to go into the realm best twenty ratings.
an idea Whose Time Has Come strains the ISB s eventful heritage and in addition examines the explanations that account for the institute s luck. What emerges is a story of perseverance and commitment, of demanding situations met and rewards reaped, and of an unshakeable concept that was once painstakingly reworked into an invincible establishment. it truly is no ask yourself that the ISB maintains to draw millions of convinced, useful women and men each year and moulds them into gifted execs.
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Additional info for An Idea Whose Time Has Come: The Story of the Indian School of Business
This kind of decision calls for a consensus of your group. A consensus is simply a decision made in a group that everyone agrees is the best decision to make given the circumstances. There is a clear understanding of why this decision was made, and everyone on the team stands behind it. The process of arriving at a consensus involves getting members with different points of view to start seeing the problem in a similar way or at least narrowing their differences. In a consensus, the various points of view of each member of the team are revealed, considered, probed, compared and discussed again until members begin to see—and understand—all aspects of the problem or decision.
Expect members to probe why others have a certain viewpoint. Be prepared to backup your opinions with facts and logic. Put the emotion away and listen: Your team needs to see that having a different idea doesn’t diminish other people’s ideas. Confronting differences is not a personal attack; it is an attempt to open up thinking. If you are getting hot under the collar, walk around the block and come back ready to open your ears. When you see a conflict, label it: If you can calmly state that there is a difference of opinion around the table, it helps alert the team that everyone has to be on their best, most adult and professional behavior.