RSM100Y1 Chapter Notes -Integrative Thinking, Harvard Business Review
Document Summary
Always hold two opposing ideas in their minds at once. Rather than settling for choice a or b, they forge an innovative third way that contains elements of both but improves on each. Resist the simplicity and certainty that comes with conventional either-or thinking. Embrace the messiness and complexity of conflicting options. Emulate great leaders" decision-making approach looking beyond obvious considerations. Instead of making unattractive trade-offs, you generate a wealth of profitable solutions for your business. Focus on what a leader does is misplaced. Moves that work in one context often make little sense in another, even at the same company or within the experience of a single leader. Focus on how a leader thinks that is, to examine the antecedent of doing, or the ways in which leaders" cognitive processes produce their actions. Unusual trait: business leaders have the predisposition and the capacity to hold in their heads two opposing ideas at once.
