I’ve written before about Integrative Thinking (or “Design Thinking“), a creative problem-solving approach described by Roger Martin, Dean at the University of Toronto’s Rotman School of Business and others.
Martin defines integrative thinking as the ability to deal with the tensions of competing solutions to a problem. Instead of choosing one solution at the expense of the other, the practioner generates a solution integrates both solutions.
In his ‘07 book, The Opposable Mind, Martin argues that integrative thinking is superior to conventional thinking which consists of “accpeting unattractive and unpleasant tradeoffs”.
This concept is relevant to how government and business leaders ought to approach the financial crisis. Instead of deciding between implementing tax cuts or a stimulus package – seemingly contradictory models – why not try both? Instead of businesses merely cutting operating costs, why not implement initatives that preserve high margin business increase customer retention and profit per customer.
Martin considers these issues in an October 8 interview. He applies integrative thinking to the vexing challenges associated with the economic crisis affecting today’s leaders.
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