Business Skills - General & Miscellaneous, Decision Making - Management, Leadership, Success, Motivation & Self-Esteem
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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.
Editorials
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.
Book Details
Published
July 13, 2009
Publisher
Harvard Business Review Press
Pages
210
Format
Paperback
ISBN
9781422139776