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Integrative Thinking: The Opposable Mind
How to Develop Integrative Thinking
Roger Martin on Assertive Inquiry

The Opposable Mind: How Successful Leaders Win Through Integrative Thinking

Roger L. Martin



9781422118924
Retail Price: $14.95
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Availability: Usually ships within 24 hours

Format: Paperback, 224pp.
ISBN: 9781422139776
Publisher: Harvard Business School Press
Pub. Date: July 13, 2009

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Description and Reviews
From The Publisher:

If you want to be as successful as Jack Welch, Larry Bossidy, or Michael Dell, read their autobiographical advice books, right? Wrong, says Roger Martin in The Opposable Mind. Though following “best practice” can help in some ways, it also poses a danger: By emulating what a great leader did in a particular situation, you’ll likely be terribly disappointed with your own results. Why? Your situation is different.

Instead of focusing on what exceptional leaders do, we need to understand and emulate how they think. Successful businesspeople engage in what Martin calls integrative thinking—creatively resolving the tension in opposing models by forming entirely new and superior ones. Drawing on stories of leaders as diverse as AG Lafley of Procter & Gamble, Meg Whitman of eBay, Victoria Hale of the Institute for One World Health, and Nandan Nilekani of Infosys, Martin shows how integrative thinkers are relentlessly diagnosing and synthesizing by asking probing questions—including “What are the causal relationships at work here?” and “What are the implied trade-offs?”

Martin also presents a model for strengthening your integrative thinking skills by drawing on different kinds of knowledge—including conceptual and experiential knowledge.

Integrative thinking can be learned, and The Opposable Mind helps you master this vital skill.


 
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• "Complexity doesn't have to be overwhelming, if we can master our initial panic reaction and look for patterns, connections, and causal relationships." Pg. 81


 

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About the Author

Roger Martin is dean of the Rotman School of Management at the University of Toronto and a professor of strategic management at Rotman. Formerly, he was a director of Monitor Company, a global strategy consultancy based in Cambridge, Massachusetts. He has authored numerous articles for leading business publications including Harvard Business Review, Business Week, Barron's, and Fast Company.



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Table of Contents

Acknowledgmentsix
 
1Choices, Conflict, and the Creative Spark
The Problem-Solving Power of Integrative Thinking
1
2No Stomach for Second-Best
How Integrative Thinkers Move Beyond Trade-Offs
25
3Reality, Resistance and Resolution
How Integrative Thinkers Keep Their Options Open
49
4Dancing Through Complexity
Shaping Resolutions by Resisting Simplification
73
5Mapping the Mind
How Thoughts Circulates
91
6The Construction Project
Imagining Reality
107
7A Leap of Mind
How Integrative Thinkers Connect the Dots
139
8A Wealth of Experience
Using the Past, Inventing the Future
169
 
Notes193
Index199
About the Author209



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