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by Roger L. Martin

  • ISBN: 1422139778
  • Category: Money & Business
  • Author: Roger L. Martin
  • Subcategory: Management & Leadership
  • Other formats: mbr lrf lrf txt
  • Language: English
  • Publisher: Harvard Business Review Press (July 13, 2009)
  • Pages: 224 pages
  • FB2 size: 1557 kb
  • EPUB size: 1837 kb
  • Rating: 4.2
  • Votes: 221
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But this book doesn't actually show how this could be done and states plainly that this book will not do that in the opening . Martin has an interesting thesis here. His whole focus can really be summed up as that the most successful people don't think in terms of tradeoffs

But this book doesn't actually show how this could be done and states plainly that this book will not do that in the opening chapter. There were mention of college students using the methods, but I would have been more interested in those same college students' real world application of developing integrative thinking to prove that you could teach new ways of thinking. His whole focus can really be summed up as that the most successful people don't think in terms of tradeoffs. Rather, they can hold two diametrically opposing ideas in their heads, then produce a synthesis which is superior to either opposing idea.

Martin refers to this as "integrative" thinking. Creating a metaphor from a physical feature that distinguishes human beings from nearly every other creature - the opposable thumb - he says everyone is born with an "opposable mind.

In Operation China, Jimmy Hexter and Jonathan Woetzel explain how you can achieve superior execution in China?through operations including talent management, product development, information technology, procurement, supply-chain management, manufacturing, and sales, marketing, and distribution.

The Opposable Mind: How Successful Leaders Win Through Integrative Thinking is a book published in 2007 by Roger Martin. The book introduces the concept of integrative thinking, using academic theory and insights from prominent business leaders to substantiate the idea. Martin argues that to emulate the world’s best leaders people need to study how leaders think. He argues integrative thinking, is a common feature found in successful leaders.

Wrong, says Roger Martin in The Opposable Mind. Integrative thinking can be learned, and The Opposable Mind helps you master this vital skill. 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.

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oceedings{Martin2007TheOM, title {The Opposable Mind: How Successful Leaders Win Through Integrative Thinking}, author {Roger L. Martin}, year {2007} }. Roger L. Martin

Martin, Sheryl Suzanne Stigler.

Martin, Sheryl Suzanne Stigler. Toward a theory of invisible leadership : A content analysis of the writings of mary parker follett. Matteson, Jeffrey A. 2006. The emergence of self-sacrificial leadership : An exploration of the theoretical boundaries from the perspective of the leader. I was behind on Tulane coursework and actually used UCLA’s materials to help me move forward and get everything together on time. Jill Tulane University ‘16, Course Hero Intern.

The Opposable Mind: How Successful Leaders Win Through Integrative Thinking. Roger Martin on Integrative Thinking. Boston: Harvard Business School Press. Moldoveanu, MC and Martin RL. (2008). The Future of the MBA: Designing the Thinker of the Future. London: Oxford University Press. Definition of integrative thinking". Quornesha, In an intent to provide Wisdom in leadership + Intuition.

The Opposable Mind : Winning Through Integrative Thinking. 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.

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.
Reviews about The Opposable Mind: How Successful Leaders Win Through Integrative Thinking (7):
Voodoosida
The world is a complex place with a majority of businesses settling for okay. This book does bring to the forefront that the way a person thinks is vital for creating new and valid options that could make a business flourish.

But this book doesn't actually show how this could be done and states plainly that this book will not do that in the opening chapter. There were mention of college students using the methods, but I would have been more interested in those same college students' real world application of developing integrative thinking to prove that you could teach new ways of thinking.

If you are part of the kind of people who do business as usual, this book will be good for you. If you think critically, this book will not have anything new.
Zovaithug
Martin has an interesting thesis here. His whole focus can really be summed up as that the most successful people don't think in terms of tradeoffs. Rather, they can hold two diametrically opposing ideas in their heads, then produce a synthesis which is superior to either opposing idea.

In thinking about this, I've seen a lot of this in life. I think the book gives a great example:
- In a quote from A.G. Lafley - successful P&G CEO: "Haven't found a creative resolution that meets my standards. That's not the world's fault. I just haven't thought hard enough yet." - exactly makes this point; he doesn't think in tradeoffs - he looks for a synthesis of what he's seen for a new approach.

A lot of what is called "disruptive innovation" today came as this sort of thinking. Hey, you're reading this on Amazon! Do you think Bezos things in terms of tradeoffs - or does he take opposing ideas and blend them into an innovative approach? Food for thought....
Nuadora
While there are many good books out there that present various notions of "what" to think, this one does an excellent job of describing (showing, really) "how" to think.

First as a management consultant, then as dean of a business school, Roger Martin spent 15 years studying leaders who have exemplary records of success. He looked for shared themes. All of them had intelligence, talent, and a bent toward innovation. No surprise, there. But the common trait that rang the loudest bell was what Martin calls "the predisposition and the capacity to hold two diametrically opposing ideas" at once, "and then, without panicking or simply settling for one alternative or the other, they're able to produce a synthesis that is superior to either opposing idea."

Martin refers to this as "integrative" thinking. Creating a metaphor from a physical feature that distinguishes human beings from nearly every other creature - the opposable thumb - he says everyone is born with an "opposable mind." And the exciting part, he suggests, is that just as we can become more adept at using our thumbs, with patience and practice we can enhance the ability to use our opposable minds to solve complex problems.

Martin provides multiple examples of the mental gymnastics required to strengthen one's problem solving capacity. This book is not easy reading, and it's certainly not the kind of fare that most people would take to the beach. But it's well worth the exercise.
Naril
Great topic. Essentially, Martin argues that leaders need to integrate ideas in order to succeed. Although the author might have conducted considerable research to reach this conclusion, in my opinion much of what is offered in this text really is not ground-breaking material. While Martin does bring some structure to his research by offering numerous examples to support his views along with accompanying models that he has developed, there is not a lot of substance here. It might make sense for the reader to review one of the briefs written up about this book rather than taking the time to digest all of the material, although it is a quick read. The author defines integrative thinking as "the ability to face constructively the tension of opposing ideas, and instead of choosing one at the expense of the other, generate a creative resolution of the tension in the form of a new idea that contains elements of the opposing ideas but is superior to each". Quite frankly, one would think that such an approach is already a common route to take. Procter & Gamble chairman and CEO, A. G. Lafley, is quoted by the author at the start of chapter two as saying that "everybody can do 'or'...you are not going to win if you are in a trade-off game", but regardless of what decision is made, is not one still making an 'or' decision? Of course. The old adage that indicates that one is still making a choice regardless of whether it is a conscious one still applies. It is possible that much of what is being discussed here is the difference of thinking between right-brained thinkers, left-brained thinkers, and what Marti Olsen Laney refers to as "bilateral dominance" in "The Introvert Advantage" (see my review). Is it true that heavily left-brained thinkers are still dominant in business leadership? It would be interesting to hear what Martin has to say on this topic. Unlike other reviewers, I give credit to Martin for giving some thought to his graphical depiction of the thinking process model that progresses through stages of salience, causality, architecture, and resolution, although the names of the stages might be a bit too abstract for some readers. In my opinion, the author's discussion of "reality" is probably one of the best aspects of this book. Martin states that "models are our customized understanding of reality", and he does a good job at introducing examples into the discussion that explain his point that "we filter the data that besieges us in part to protect our brains". Again, the material presented really is not new, but the explanation is well-crafted. The second half of the book concentrates on mapping a personal knowledge system model for the reader, and is a bit more interesting. The philosophy of Bob Young, co-founder and former CEO of Red Hat, is shared through several quotes in chapter five. "There is always more than one way to succeed in any given situation...whatever we adopt as our first answer is bound to be wrong." In addition, "customers are not always right...customers lie or they are wrong". After a brief discussion of the contrasts between engineers and salespeople during the early days of the Internet, Young contributes some of the best content to the book. "Don't think you're any good...and don't get defensive about it. It's not something to be embarrassed by, because the odds are no one else is any good either. That's the big secret. That's what's behind the curtain - no one else is any good." Young goes on to say that getting "a little bit better tomorrow" is how to slowly progress from good to excellent. "That's all it takes, is just this commitment not to be defensive. Don't worry about criticism, because you're not any good, so criticism is always valid". Martin then offers a discussion of sensitivities and skills, which leads up to a graphical depiction of "your personal knowledge system" that shows the flow between stance, tools, and experiences. Stances of the integrative thinker share six key attributes, the first of which is their belief that "whatever models exist at the present moment do not represent reality; they are simply the best or only constructions yet made". Reaching the stance about oneself that one is "capable of finding a better model" is also important. Three tools to create a new model, generative reasoning, causal modeling, and assertive inquiry are then discussed. The last chapter of the book discusses how humans have an inclination to accumulate experiences that reinforce the stance and tools with which they start. However, experiences also in turn influence stance and tools, and can deepen mastery, although "experiences do not necessarily deepen mastery". It would seem that Martin would agree with Gerald M. Weinberg's statement in "More Secrets of Consulting: The Consultant's Tool Kit" (see my review) that "experience is not just the best teacher, it's the only teacher. Experience may be the only teacher, but it doesn't necessarily teach anything". If you don't have time to read the entire book, chapter eight on experience is well recommended.
Anarus
This book is worth the time and effort it takes to digest it. It is a cool hybrid to Goldratt's "The Choice" and Tichy and Bennis' "Judgement". For anybody who wants to become a better thinker, buy this book and read it.

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