Conventional wisdom—and business school curricula—teaches us that making trade-offs is inevitable when it comes to hard choices. But sometimes, accepting the obvious trade-off just isn’t good enough: the choices in front of us don’t get us what we need. In those cases, rather than choosing the least worst option, we can use the models in front of us to create a new and better answer. This is integrative thinking.
First introduced by Roger Martin in The Opposable Mind, integrative thinking is an approach to problem solving that uses opposing ideas as the basis for innovation. Now, in Creating Great Choices, Martin and fellow Rotman expert Jennifer Riel vividly show how they have refined and enhanced the understanding and practice of integrative thinking through their work teaching the concept and its principles to business and nonprofit executives, MBA students, even kids. Integrative thinking has been embraced by organizations such as Procter & Gamble, Deloitte, Verizon, and the Toronto District School Board—all seeking a replicable, thoughtful approach to creating a “third and better way” to make important choices in the face of unacceptable trade-offs.
The book includes new stories of successful integrative thinkers that will demystify the process of creative problem solving. It lays out the authors’ practical four-step methodology, which can be applied in virtually any context:
Stimulating and practical, Creating Great Choices blends storytelling, theory, and hands-on advice to help any leader or manager facing a tough choice.
Jennifer Riel is an Adjunct Professor at the Rotman School of Management at the University of Toronto, teaching strategy, innovation, and integrative thinking. Jennifer is also a strategic advisor to senior leaders at a number of Fortune 500 companies. She has created and led custom training programs for large public and private sector organizations around the world. She has published articles in the Globe and Mail, Businessweek, Strategy Magazine, and Rotman Magazine, as well on online at the Huffington Post, Fortune.com, and the Daily Beast. She is coauthor, with Roger Martin and AG Lafley, of the Playing to Win Toolkit (HBR Press).
Roger Martin is an author, a business school professor, and a strategy advisor to CEOs. He is the Institute Director of the Martin Prosperity Institute at the Rotman School of Management and the Premier’s Chair in Productivity & Competitiveness. From 1998 to 2013, he served as Dean of the Rotman School at the University of Toronto. Previously, he spent 13 years as a Director of Monitor Company. He has published many articles in Harvard Business Review and other leading publications, as well as nine books, including Getting Beyond Better (with Sally Osberg, HBR Press, 2015), Playing to Win (with AG Lafley, HBR Press, 2013), Fixing the Game (HBR Press, 2011), The Design of Business (HBR Press, 2009) and The Opposable Mind (HBR Press, 2007).
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