This is a presentation on Roger Martin and his theory of Integrative Thinking. It addresses the key concepts and gives a brief explanation of the process and framework.
Sources used and cited: Harvard Business Review and The Opposable Mind (by Roger Martin).
2. F. Scott
Fitzgerald
“The test of first-rate intelligence is
the ability to hold two opposing ideas
in mind at the same time and still
retain the ability to function...”
3. Characteristics
Integrative Thinking
Salience - the conventional approach is to discard as many as possible –
or not even to consider some of them in the first place. In order to
reduce our exposure to uncomfortable complexity, we filter out salient
features when considering an issue. We also do this because of how
most organizations are structured. Each functional specialty has its own
narrow view of what merits consideration.
*Source: How Successful Leaders Think, by Roger Martin, HBR June 2007
4. Characteristics
Integrative Thinking
Causality - In the second step of decision making,you analyze how the
numerous salient factors relate to one another. Conventional thinkers
tend to take the same narrow view of causality that they do of salience.
The simplest type of all is a straight-line causal relationship. The
integrative thinker isn’t afraid to question the validity of apparently
obvious links or to consider multidirectional and nonlinear relationships.
*Source: How Successful Leaders Think, by Roger Martin, HBR June 2007
5. Characteristics
Integrative Thinking
Architecture - The order in which you make these decisions will affect the
outcome. Integrative Thinkers don’t break down a problem into
independent pieces and work on them separately or in a certain order.
They see the entire architecture of the problem – how the various parts
of it fit together, how one decision will affect another. Just as important,
they hold all of those pieces suspended in their minds at once.
*Source: How Successful Leaders Think, by Roger Martin, HBR June 2007
6. Characteristics
Integrative Thinking
Resolution - All of these stages – determining what is salient, analyzing
the causal relationships between the salient factors, examining the
architecture of the problem – lead to an outcome. Too often, we accept
an unpleasant trade-off with relatively little complaint, since it appears
to be the best alternative. When a satisfactory outcome does emerge,
though, it is inevitably due to the leader’s refusal to accept trade-offs
and conventional options.
*Source: How Successful Leaders Think, by Roger Martin, HBR June 2007
7. Integrative Thinking
Salience - what features do I see as important?
Causality - how do I make sense of what I see?
Architecture - what tasks will I do in what order?
Resolution - how will I know when I am done?
*Source: The Opposable Mind, Roger Martin, p.29
8. Integrative Thinking
Resolution
- how will I know when I am done?
Architecture
- what tasks will I do in what order?
Causality
- how do I make sense of what I see?
Salience
- what features do I see as important?
*Source: The Opposable Mind, Roger Martin, p.29
10. Integrative Thinkers
“The integrative thinkers I interviewed have learned
to change their factory settings and distinguish
between reality and models that purport to reflect
reality.”
*Source: The Opposable Mind, Roger Martin p. 56
11. Knowledge System
Stance Tools Experiences
*Source: The Opposable Mind, Roger Martin, p. 93-98
12. Knowledge System
Stance Tools Experiences
Stance is how you see the world around you,
but it’s also how you see yourself in that
world.
*Source: The Opposable Mind, Roger Martin, p. 93-98
13. Knowledge System
Stance Tools Experiences
Tools range from formal theories to established
processes to rules of thumb. Your stance guides
what tools you choose to accumulate.
*Source: The Opposable Mind, Roger Martin, p. 93-98
14. Knowledge System
Stance Tools Experiences
The experiences you accumulate are the product
of your stance and tools, which guide you
toward some experiences and away from others.
*Source: The Opposable Mind, Roger Martin, p. 93-98
15. Knowledge Model
Guides
Stance
Guides
Tools
Experiences
*Source: The Opposable Mind, Roger Martin, p. 103
16. Knowledge Model
Guides
Stance
Guides
Tools
Informs
Experiences
Informs
*Source: The Opposable Mind, Roger Martin, p. 103
17. Knowledge Model
Guides
Stance
•Who am I in the world Guides
and what am I trying
to accomplish? Tools
Informs
Experiences
Informs
*Source: The Opposable Mind, Roger Martin, p. 103
18. Knowledge Model
Guides
Stance
•Who am I in the world Guides
and what am I trying
to accomplish? Tools
Informs
•With what tools and models
do I organize my thinking
and understand the world?
Experiences
Informs
*Source: The Opposable Mind, Roger Martin, p. 103
19. Knowledge Model
Guides
Stance
•Who am I in the world Guides
and what am I trying
to accomplish? Tools
Informs
•With what tools and models
do I organize my thinking
and understand the world?
Experiences
Informs
•With what experiences can
I build my repertoire of
sensitivities and skills?
*Source: The Opposable Mind, Roger Martin, p. 103
