Recently I grabbed a book from my shelf, The Opposable Mind, to see if it was interesting enough to read. I bought it awhile back and I don't remember why. It was actually quite good.

The concept author Roger Martin teaches is one many of us learn in our work towards a Ph.D. from the School of Hard Knocks. (Please indulge my simple perspective for a moment.) Usually the best decision is between two extremes.

When we react to situations we often make conclusions based on one extreme or the other. Fire the person or keep them. Sign the contract or not. Marry the person or leave the relationship... When we respond wisely to situations we do so after doing what Martin calls,

"...considering two conflicting ideas in constructive tension."

Martin states the best leaders are those who

"...have a predisposition and the capacity to hold two diametrically opposing ideas in their heads. And then, without panicking or imply settling for one alternative or the other, they're able to produce a synthesis that is superior to either opposing idea.

Integrative thinking

is my term for this process - or more precisely the discipline of consideration and synthesis - that is the hallmark of exceptional businesses and the people who run them."

The challenge is to consider multiple options simultaneously, focusing on the important details and dismissing or categorizing the less threatening data for later review.

Martin's conclusion is: "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."

How do you make it work?

James tells us in his book, chapter 1:19-20: "Let everyone be quick to hear, slow to speak and slow to anger..." You make it work by:

1. Listening

2. Asking questions

3. Listening more

4. Taking the time to think

5. Getting counsel from people who are experienced in the subject matter

6. Considering the bias in their perspective, the facts and your intuition

7. Aiming for a solution between the extremes that captures the true benefit of the opposing ideas

It is not easy, but give it a try. You might find that you are a naturally integrated thinker if you just gave yourself the time.

Be an intentional leader.

MEETING IDEAS

ARE YOU AN INTEGRATIVE THINKER is about balance in life. This is an opportunity to consider stepping out of the fast lane to give yourself enough time to think so you can really do your best.

Here are some ideas for discussion during your next staff meeting, or just to do on your own, to consider how to develop your integrative thinking skills:

1. What is an important decision we have made recently that had two significantly opposing options?

2. What were the positive attributes of each option?

3. What were the positive attributes of our decision?

4. In retrospect, because hindsight is typically 20-20, could we have made a different decision that incorporated more of the positive attributes of the option we did not pursue?

5. What needs to change in our decision-making process so we become better integrative thinkers from this point forward?

OPTION: Repeat this exercise. Some people may want to discuss other decisions that have been made, particularly ones with which they disagreed.