Description

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A practical fourstep methodology for any leader or manager facing a tough choice, and for creating integrative solutions to big, complex and pressing problems.

• Long-awaited “how-to” book on integrative thinking, a concept that has grown in popularity and interest since publication of The Opposable Mind.
• A clear, step-by-step process for integrative decision-making.
• Based on the authors’ teaching of the concept and process for years at Rotman, and on their ongoing research and application in all kinds of companies.
• Absorbing and instructive stories and examples from across industries and sectors.
• As usual with these authors, sharp and engaging writing.

Audience:

• Managers across all fields. Every manager needs to make choices, every day, whether he/she is in a business, a nonprofit, or a government organization. A primer on a process for tackling their most difficult problems in a new, creative way—alone and with their teams—will help make those choices more effective, more of the time.
• Consultants/advisors. Consultants face the challenge of untenable tradeoffs with their clients all the time. This book will be a handbook for them, providing a methodology to use in those critical moments, helping them navigate the interpersonal and organizations challenges that regularly arise in their work.
• Educators and their students. Any course in design thinking, innovation, even strategy, could use this book as a secondary text—as a process that offers a new way into old problems. The book would be as applicable for classes in business, healthcare, education and government/political science.

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Cover

Hardback

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