The Opposable Mind: How Successful Leaders Win Through Integrative Thinking / Edition 1by Roger L. Martin
Pub. Date: 11/26/2007
Publisher: Harvard Business Review Press
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/i>
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.
- Harvard Business Review Press
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- New Edition
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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.
¿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.