By Roger L. Martin
Instead of targeting what remarkable leaders do, we have to comprehend and emulate how they believe. profitable businesspeople interact in what Martin calls integrative thinking creatively resolving the strain in opposing types via forming solely new and better ones. Drawing on tales of leaders as varied as AG Lafley of Procter & Gamble, Meg Whitman of eBay, Victoria Hale of the Institute for One global healthiness, and Nandan Nilekani of Infosys, Martin indicates how integrative thinkers are relentlessly diagnosing and synthesizing by way of asking probing questions together with: What are the causal relationships at paintings right here? and What are the implied trade-offs?
Martin additionally provides a version for strengthening your integrative considering talents by way of drawing on other kinds of information together with conceptual and experiential knowledge.
Integrative pondering might be realized, and The Opposable Mind is helping you grasp this very important skill.
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Extra resources for Opposable Mind: Winning Through Integrative Thinking
Example text
With its warm, intimate atmosphere, friendly service, and welcoming restaurant and bar, it became a favorite watering hole for local businesspeople. The alternative to the small, few-frills motels was the large downtown hotel catering to business travelers. Such hotels usually had at least seven hundred fifty guest rooms and extensive amenities, including conference facilities, multiple restaurants, and banquet rooms. ) Sharp’s fourth hotel, a sixteen hundred-room downtown convention hotel with extensive amenities, including a huge shopping arcade, met that description.
But before embarking on that exploration, it might be helpful to offer a working definition of integrative thinking: The ability to face constructively the tension of opposing ideas and, instead of choosing one at the expense of the other, generate a creative resolution of the tension in the form of a new idea that contains elements of the opposing ideas but is superior to each. This thinking discipline was the most common feature I found among the numerous leaders I interviewed. But apart from the skillful and advanced use of the opposable mind, this group was remarkably diverse: they were older and younger; more overtly cerebral and more plainspoken; more aggressive and more laid-back; more gregarious and more reserved.
It is important to note at this point that not all successful business leaders are adept at integrative thinking. It was a common theme, not a universal one. Some of my sample group thought in ways that were distinct from the common pattern. And I freely admit that I couldn’t figure out how certain leaders thought or how their thinking pattern contributed to success. From this I conclude that integrative thinking is not a necessary condition for success. Success can derive from other approaches.