Opposable Mind: Winning Through Integrative Thinking

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More About This Book

Overview

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.

Editorial Reviews

The Financial Times
...compelling . . . the thesis that fresh thought processes are required to deal with the world's contradictions and complexities rings true.
Publishers Weekly
In this primer on the problem-solving power of "integrative thinking," Martin draws on more than 50 management success stories, including the masterminds behind The Four Seasons, Proctor & Gamble and eBay, to demonstrate how, like the opposable thumb, the "opposable mind"-Martin's term for the human brain's ability "to hold two conflicting ideas in constructive tension"-is an intellectually advantageous evolutionary leap through which decision-makers can synthesize "new and superior ideas." Using this strategy, Martin focuses on what leaders think, rather than what they do. Among anecdotes and examples steering readers to change their thinking about thinking, Martin gives readers specific strategies for understanding their own "personal knowledge system" (by parsing inherent qualities of "stance," "tools" and "experience"), as well as for taking advantage of the "richest source of new insight into a problem," the "opposing model." Each of the eight chapters is well organized, making for a clear and cumulative read. Part inspiration, part logic lesson, this title will provide fresh perspective for anyone prepared to dust off her thinking cap.
Copyright © Reed Business Information, a division of Reed Elsevier Inc. All rights reserved.

Product Details

  • ISBN-13: 9781422139776
  • Publisher: Harvard Business Review Press
  • Publication date: 7/13/2009
  • Pages: 224
  • Sales rank: 256,703
  • Product dimensions: 5.40 (w) x 8.10 (h) x 0.70 (d)

Meet 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.

Table of Contents

Acknowledgments ix

1 Choices, Conflict, and the Creative Spark The Problem-Solving Power of Integrative Thinking 1

2 No Stomach for Second-Best How Integrative Thinkers Move Beyond Trade-offs 25

3 Reality, Resistance, and Resolution How Integrative Thinkers Keep Their Options Open 49

4 Dancing Through Complexity Shaping Resolutions by Resisting Simplification 73

5 Mapping the Mind How Thought Circulates 91

6 The Construction Project Imagining Reality 107

7 A Leap of the Mind How Integrative Thinkers Connect the Dots 139

8 A Wealth of Experience Using the Past, Inventing the Future 169

Notes 193

Index 199

About the Author 209

Customer Reviews

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Sort by: Showing 1 – 7 of 6 Customer Reviews

  • Anonymous

    Posted February 20, 2008

    Integrative Thinking

    Roger Martin shows how the Hegelian dialectic - thesis plus antithesis creates synthesis - works in the human mind and leads to creative solutions of apparently intractable problems. That the system can be analyzed, taught, practiced and applied is wonderful. Martin is interesting, convincing, easy to read and to apply - an excellent business book.

    Was this review helpful? Yes  NoThank you for your feedback.   Report this reviewThank you, this review has been flagged.

  • Anonymous

    Posted December 4, 2007

    Insights into business creativity

    ¿Why didn¿t I think of that?¿ is a common reaction to other people¿s creative breakthroughs. In hindsight, the idea looks so simple, so elegant, so right, that you can¿t believe you missed it. But for some reason you did. Why? Can this sort of creativity be taught? Roger Martin, dean of the Rotman School of Management at the University of Toronto, answers both questions in this beautiful systematization of creative problem solving. The good news is, it can be taught and Martin is a wonderful teacher. We think his ideas are so clear and logical, so obviously right, that you¿ll wonder why you didn¿t think of them.

    Was this review helpful? Yes  NoThank you for your feedback.   Report this reviewThank you, this review has been flagged.

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