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The Opposable Mind: How Successful Leaders Win Through Integrative Thinking [Hardcover]

Roger L. Martin
4.7 out of 5 stars  See all reviews (7 customer reviews)
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Book Description

Oct. 29 2007
China has matured as a market—and the game has changed. Yesterday, multinationals grappled with fundamental strategic choices: Do we go to China? Whom do we partner with? Where should we invest? Winning in China was all about achieving approval to enter the market, picking the right joint venture partner and selling in the right few cities to the right customers. Execution didn’t matter as much as privileged access—through government and partner relationships.

Today, China is teeming with MNCs and local competitors. Government is no longer the main driver of deals. Barriers to entry have fallen. Regulations are less of a factor. Partners are no longer required in many industries. Winning now depends on great execution: effectively and efficiently developing, marketing, producing, and channeling goods to customers and growing and retaining a talent base.

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.

Based on over two decades of consulting experience for both local and multinational operations in China and extensive research on what drives success in operating in China, this book helps you get your operations right in the new competitive arena defining China today.

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The Opposable Mind: How Successful Leaders Win Through Integrative Thinking + Design of Business: Why Design Thinking is the Next Competitive Advantage + Playing to Win: How Strategy Really Works
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Product Description

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"-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.

About the Author

Roger Martin is dean of the Rotman School of Management at the University of Toronto and a professor of strategic management at Rotman.

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17 of 18 people found the following review helpful
5.0 out of 5 stars The Power of Integrative Thinking Dec 28 2007
As I began to read this brilliant book, I was reminded of what Doris Kearns reveals about Abraham Lincoln in Team of Rivals. Specifically, that following his election as President in 1860, Lincoln assembled a cabinet whose members included several of his strongest political opponents: Edwin M. Stanton as Secretary of War (who had called Lincoln a "long armed Ape"), William H. Seward as Secretary of State (who was preparing his acceptance speech when Lincoln was nominated), Salmon P. Chase as Secretary of the Treasury (who considered Lincoln in all respects his inferior), and Edward Bates as Attorney General who viewed Lincoln as a well-meaning but incompetent administrator but later described him as "very near being a perfect man."

Presumably Roger Martin agrees with me that Lincoln possessed what Martin views as "the predisposition and the capacity to hold two [or more] diametrically opposed ideas" in his head and then "without panicking or simply settling for one alternative or the other," was able to "produce a synthesis that is superior to either opposing idea." Throughout his presidency, Lincoln frequently demonstrated integrative thinking, a "discipline of consideration and synthesis [that] is the hallmark of exceptional businesses [as well as of democratic governments] and those who lead them."

The great leaders whom Martin discusses (e.g. Martha Graham, George F. Kennan, Isadore Sharp, A.G. Lafley, Lee-Chin, and Bob Young) developed a capacity to consider what Thomas C. Chamberlain characterizes as "multiple working hypotheses" when required to make especially complicated decisions. Like Lincoln, they did not merely tolerate contradictory points of view, they encouraged them.
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4 of 4 people found the following review helpful
By Suhail Zubaid AHMAD TOP 500 REVIEWER
Format:Paperback|Verified Purchase
While there are many books in the market that either detail the character of successful organizations or biographies of successful people, this book shows how can one learn to use integrative thinking to become successful. After reading the book, I was able to put the approach into practice immediately regarding a problem at hand.

While discussing great leaders, e.g. Martha Graham, George F. Kennan, Isadore Sharp, A.G. Lafley, Lee-Chin, Bob Young, Jack Welch, Larry Bossidy and Ram Charan, etc., Roger Martin concentrates on the thinking skills rather than the doing skills of leaders. He terms the thinking style of these successful leaders 'Integrative thinking'.

Integrative thinking involves four steps: salience (which allows more features of a problem to to be considered salient, thereby introducing complexity), causality (which encompasses multi-directional and nonlinear relationships), architecture (seeing the whole while working on the parts), and resolution (searching for creative resolution of tensions). Each of these is explored in separate chapters. A framework for building integrative thinking capacity is presented involving stance (who am I in the world and what am I trying to accomplish), tools (with what tools and models do I organize my thinking and understand the world?) and experiences (with what experiences can I build my repertoire of sensitivities and skills).

The author then presents three tools for integrative thinking i.e. Generative Reasoning (as opposed to commonly practiced Declarative Reasoning (i.e. Deductive and Inductive), Causal Modeling (to get from the current state to the desired end-state), and Assertive Inquiry (seeking information about other people's models). The author discusses how each of these tools can and is being taught for example at Rotman School of Management at University of Toronto.
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15 of 17 people found the following review helpful
5.0 out of 5 stars The Opposable Mind - Review Jan. 3 2008
Have you read "Good to Great" and wanted to dig deeper on level-5 leadership? Have you read Jack Welch, Larry Bossidy and Ram Charan and had an uneasy feeling that the solutions in their books were a tad simplistic? Then you must read Roger Martin's "The Opposable Mind".

The author does a great job of getting to the core of what makes successful leaders. It was an "Aha" moment when the author reveals how copying great leaders' decisions may not be the right thing for your situation and how some great leaders such as Jack Welch might not be able to reveal the thinking behind their decisions.

I would highly recommend this book if you are looking to gain a deeper understanding of business leadership. However, some amount of comfort with academic language and abstraction is necessary to get through this book.
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5.0 out of 5 stars Become an Integrative Thinker July 19 2013
Format:Hardcover|Verified Purchase
The Opposable Mind is also the companion work to the Executive Education Program and EMBA course Integrative Thinking at the University of Toronto - Rotman School of Management. Roger Martin challenges you to develop your Integrative Thinking by exercising your "Opposable Mind". The author walks you through the stages of Integrative Thinking first by making comparisons to conventional thinking and also using real examples of successful Integrative Thinkers. He thoroughly explains the practices of Integrative Thinkers - salience, causality, architecture, and resolution. He then walks you through the steps of becoming an effective decision maker - stance, tools and experiences. Roger Martin also explains the benefits of moving from deductive and inductive logic to abductive logic. Read this this book and stretch your mind forever.
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