Book : The Opposable Mind How Successful Leaders Win Through

-Titulo Original : The Opposable Mind How Successful Leaders Win Through Integrative Thinking

-Fabricante :

Harvard Business Review Press

-Descripcion Original:

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, youll 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. From 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-Martins term for the human brains 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. Review Martin makes a compelling argument for a paradoxical approach to problem-solving. -- BusinessWeek, November 26, 2007.. pelling...the thesis that fresh thought processes are required to deal with the world s contradictions and complexities rings true. -- The Financial Times, December 19, 2007 About the Author Roger Martin is an author, business school professor, and strategy adviser to CEOs. He is Director of the Martin Prosperity Institute at the Rotman School of Management, where he served as Dean from 1998 to 2013. He is a frequent contributor to Harvard Business Review and other leading publications and has published nine books, including Playing to Win, The Opposable Mind, and Creating Great Choices.