Here I gather my notes, findings, and materials to sharpen my leadership skill.
Abilities
Integrative Thinking
Integrative thinking is the ability to hold two or more opposing ideas in mind and create a synthesis that is better than either idea on its own.
It involves:
- Opposing models: Recognizing valid aspects in conflicting viewpoints.
- Tension management: Using the conflict as creative fuel instead of choosing sides.
- Synthesis: Designing a new model that keeps the strengths and reduces the weaknesses of the originals.
Origin: Popularized by Roger Martin (former Dean of Rotman School of Management).
Example: A company faces a trade-off between high quality and low cost. Instead of choosing one, integrative thinkers redesign the production process and automate quality assurance, achieving both.
Conventional Thinking
Conventional thinking means relying on established beliefs, methods, or norms instead of questioning or redesigning them.
Key traits:
Repetition: Uses proven patterns and standard procedures.
Conformity: Aligns with accepted opinions or authority.
Risk avoidance: Prefers safe, familiar options over experimentation.
Example: A manager facing declining sales cuts costs because “that’s what companies do,” instead of exploring new value propositions.
References
- Roger Martin
- Books
- Playing to Win