Too many of the most prominent management gurus today make steel-clad guarantees, based on claims of irrefutable research, promising to reveal the secrets of why one company fails and another succeeds, and how you can become the latter. Combining equal measures of solemn-faced hype and a whole body of delusions, statistical and otherwise, these self-styled experts cloud our ability to think critically about the nature of success in business. Like a virus, these fundamental errors of thinking infect much of what we read, whether in leading business magazines, scholarly journals, or management bestsellers. Central among these delusions is the Halo Effect, the tendency on the part of the experts to point to the high financial performance of a successful company and then spread its golden glow to all its attributes: clear strategy, strong values, brilliant leadership, and outstanding execution. But should the same company's sales head south, the very same attributes are turned on their heads and derided for poor decision making across the board - suddenly the strategy was wrong, the culture was complacent, and the leader became arrogant. The Halo Effect not only points out these delusions that keep us from understanding business performance, but also suggests a more accurate way to think about leading a company. This approach - focusing on strategic choice and execution, while recognizing the inherent riskiness of both - clarifies the priorities that managers face. Irreverent and witty, Rosenzweig is uncanny in his ability to puncture the pretentious balloons of some of our most sacred management cows.

Finalist, 2021 Wall Award (Formerly the Theatre Library Association Award) The untold story behind one of America’s greatest dramas. In early 1957, a low-budget black-and-white movie opened across the United States. Consisting of little more than a dozen men arguing in a dingy room, it was a failure at the box office and soon faded from view. Today, 12 Angry Men is acclaimed as a movie classic, revered by the critics, beloved by the public, and widely performed as a stage play, touching audiences around the world. It is also a favorite of the legal profession for its portrayal of ordinary citizens reaching a just verdict and widely taught for its depiction of group dynamics and human relations. Few twentieth-century American dramatic works have had the acclaim and impact of 12 Angry Men. Rosenzweig’s 12 Angry Men tells two stories: the life of a great writer and the journey of his most famous work, one that ultimately outshined its author. More than any writer in the Golden Age of Television, Reginald Rose took up vital social issues of the day—from racial prejudice to juvenile delinquency to civil liberties—and made them accessible to a wide audience. His 1960s series, The Defenders, was the finest drama of its age and set the standard for legal dramas. This book brings Reginald Rose’s long and successful career, its origins and accomplishments, into view at long last. By placing 12 Angry Men in its historical and social context—the rise of television, the blacklist, and the struggle for civil rights—Rosenzweig traces the story of this brilliant courtroom drama, beginning with the chance experience that inspired Rose, to its performance on CBS’s Westinghouse Studio One in 1954, to the feature film with Henry Fonda. The book describes Sidney Lumet’s casting, the sudden death of one actor, and the contribution of cinematographer Boris Kaufman. It explores various drafts of the drama, with Rose settling on the shattering climax only days before filming began. Drawing on extensive research and brimming with insight, this book casts new light on one of America’s great dramas—and about its author, a man of immense talent and courage. Author royalties will be donated equally to the Feerick Center for Social Justice at Fordham Law School and the Justice John Paul Stevens Jury Center at Chicago-Kent College of Law.

Finalist, 2021 Wall Award The untold story behind one of America's greatest dramas In early 1957, a low-budget black-and-white movie opened across the United States. Consisting of little more than a dozen men arguing in a dingy room, it was a failure at the box office and soon faded from view. Today, 12 Angry Men is acclaimed as a movie classic, revered by the critics, beloved by the public, and widely performed as a stage play, touching audiences around the world. It is also a favorite of the legal profession for its portrayal of ordinary citizens reaching a just verdict and widely taught for its depiction of group dynamics and human relations. Few twentieth-century American dramatic works have had the acclaim and impact of 12 Angry Men. Reginald Rose and the Journey of "12 Angry Men" tells two stories: the life of a great writer and the journey of his most famous work, one that ultimately outshined its author. More than any writer in the Golden Age of Television, Reginald Rose took up vital social issues of the day-from racial prejudice to juvenile delinquency to civil liberties-and made them accessible to a wide audience. His 1960s series, The Defenders, was the finest drama of its age and set the standard for legal dramas. This book brings Reginald Rose's long and successful career, its origins and accomplishments, into view at long last. By placing 12 Angry Men in its historical and social context-the rise of television, the blacklist, and the struggle for civil rights-author Phil Rosenzweig traces the story of this brilliant courtroom drama, beginning with the chance experience that inspired Rose, to its performance on CBS's Westinghouse Studio One in 1954, to the feature film with Henry Fonda. The book describes Sidney Lumet's casting, the sudden death of one actor, and the contribution of cinematographer Boris Kaufman. It explores the various drafts of the drama, with characters modified and scenes added and deleted, with Rose settling on the shattering climax only days before filming began. Drawing on extensive research and brimming with insight, this book casts new light on one of America's great dramas-and about its author, a man of immense talent and courage. Author royalties will be donated equally to the Feerick Center for Social Justice at Fordham Law School and the Justice John Paul Stevens Jury Center at Chicago-Kent College of Law.

With two new chapters and a new preface, the award-winning book "The Halo Effect "continues to unmask the delusions found in the corporate world and provides a sharp understanding of what drives business success and failure.
Too many of today's most prominent management gurus make steel-clad guarantees based on claims of irrefutable research, promising to reveal the secrets of why one company fails and another succeeds, and how you can become the latter. Combining equal measures of solemn-faced hype and a wide range of popular business delusions, statistical and otherwise, these self-styled experts cloud our ability to think critically about the nature of success.
Central among these delusions is the Halo Effect--the tendency to focus on the high financial performance of a successful company and then spread its golden glow to all its attributes--clear strategy, strong values, brilliant leadership, and outstanding execution. But should the same company's sales head south, the very same attributes are universally derided--suddenly the strategy was wrong, the culture was complacent, and the leader became arrogant.
"The Halo Effect" not only identifies these delusions that keep us from understanding business performance, but also suggests a more accurate way to think about leading a company. This approach--focusing on strategic choice and execution, while recognizing the inherent riskiness of both--clarifies the priorities that managers face.
Brilliant and unconventional, irreverent and witty, "The Halo Effect" is essential reading for anyone wanting to separate fact from fiction in the world of business.

Dozens of books have been published recently on the errors and biases that affect our judgments and choices. Drawing on cognitive science, their lessons are excellent for many kinds of decisions - consumer choice and financial investments, for example - but stop short of addressing many of the most important decisions we face in management, where we can actively influence outcomes and where competitive forces mean we have to outperform rivals. As Phil Rosenzweig shows, drawing on examples from business, sports and politics, this sort of decision-making relies on mastering two very different abilities. First, the analytical problem-solving skills associated with the brain's left hemisphere; and second, what Tom Wolfe called 'the Right Stuff': the ability to take calculated risks. Bringing fresh and often surprising insights to topics including confidence and overconfidence, the uses and limits of decision models, leadership and authenticity, expert performance and deliberate practice, competitive bidding and new venture management, Left Brain, Right Stuff, the myth-busting follow-up to The Halo Effect, explains how to perform when making even the most difficult decisions.

"Left Brain, Right Stuff" takes up where other books about decision making leave off. For many routine choices, from shopping to investing, we can make good decisions simply by avoiding common errors, such as searching only for confirming information or avoiding the hindsight bias. But as Phil Rosenzweig shows, for many of the most important, more complex situations we face--in business, sports, politics, and more--a different way of thinking is required. Leaders must possess the ability to shape opinions, inspire followers, manage risk, and outmaneuver and outperform rivals.
Making winning decisions calls for a combination of skills: clear analysis and calculation--left brain--as well as the willingness to push boundaries and take bold action--right stuff. Of course leaders need to understand the dynamics of competition, to anticipate rival moves, to draw on the power of statistical analysis, and to be aware of common decision errors--all features of left brain thinking. But to achieve the unprecedented in real-world situations, much more is needed. Leaders also need the right stuff. In business, they have to devise plans and inspire followers for successful execution; in politics, they must mobilize popular support for a chosen program; in the military, commanders need to commit to a battle strategy and lead their troops; and in start-ups, entrepreneurs must manage risk when success is uncertain. In every case, success calls for action as well as analysis, and for courage as well as calculation.
Always entertaining, often surprising, and immensely practical, "Left Brain, Right Stuff" draws on a wealth of examples in order to propose a new paradigm for decision making in synch with the way we have to operate in the real world. Rosenzweig's smart and perceptive analysis of research provides fresh, and often surprising, insights on topics such as confidence and overconfidence, the uses and limits of decision models, the illusion of control, expert performance and deliberate practice, competitive bidding and new venture management, and the true nature of leadership.