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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Martin, who is the Dean at the University of Toronto’s innovative Rotman Business School, debunks conventional, linear thinking conducted by many business practitioners.  Instead, he advocates an unconventional, seemingly paradoxical approach to solving problems known as integrative thinking.  He maintains that successful leaders excel at integrative thinking.

According to Martin, integrative thinkers view problems “holistically”while embracing the tension between competing ideas. Integrative thinkers actually “hold two conflict ideas in constructive, almost dialectic tension.” He argues that many people find such tension uncomfortable, but not integrative thinkers.  In fact, their capacity to work in this space leads to creative solutions to complex problems.

Martin cites numerous examples of integrative thinkers and their successes including Meg Whitman of eBay, Victoria Hale of the Institute for One World Health, and Nanden Nilekani of Infosys.

Martin admits that shifting to integrative thinking isn’t easy.  But, he’s convinced that practioners can vastly improve their capacity for integrative thinking and, by doing so, can increase their effectiveness as problem-solvers.

His prescriptions include:

• Look at problems holistically, with consideration to how various parts fit together, rather than analyzing the parts in isolation.
• Consider multiple causes, as well as possible nonlinear relationships between cause and effect, rather than thinking of terms of simple linear relationships between a single cause and effect.
• Embrace the tension between opposing ideas and use that conflict to generate creative new alternatives rather than making simple either-or decisions.

Martin walks us through his argument with great clarity and elegance.  This was an informative and highly pleasurable read…

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