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An integrative methodology for creatively exploring decision choices

An integrative methodology for creatively exploring decision choices <jats:sec> <jats:title content-type="abstract-subheading">Purpose</jats:title> <jats:p>The authors translate their the concept of integrative thinking into a repeatable methodology, supported by a set of tools for thinking through difficult or “wicked“ problems, a process that offers a better chance of rejecting false choices and of finding a way through to an innovative alternative.</jats:p> </jats:sec> <jats:sec> <jats:title content-type="abstract-subheading">Design/methodology/approach</jats:title> <jats:p>The authors divide their process into four phases. A case example illustrates each phase.</jats:p> </jats:sec> <jats:sec> <jats:title content-type="abstract-subheading">Findings</jats:title> <jats:p>The four phases that make up the integrative thinking 10;process: articulating opposing ways to solve a vexing problem; analyzing those opposing models to truly understand them; attempting to resolve the antithetical approaches of the opposing models by creating new models that contain elements of the original alternatives but are superior to either one and testing the potential new solutions.</jats:p> </jats:sec> <jats:sec> <jats:title content-type="abstract-subheading">Research limitations/implications</jats:title> <jats:p>Additional examples and detailed guidance is provided in the authors new book “Creating Great Choices: A Leader’s Guide to Integrative Thinking,” (Harvard Business School Press, 2017).</jats:p> </jats:sec> <jats:sec> <jats:title content-type="abstract-subheading">Practical implications</jats:title> <jats:p>Several corporate examples of “wicked” problems to which integrative thinking might be applied are: After a merger, the combined sales organization is riven by dissension between proponents of two opposite approaches – one using direct sales and the other channel partners. The CEO of a retail bank struggling to manage the conflicting goals of increasing efficiency and improving customer service.</jats:p> </jats:sec> <jats:sec> <jats:title content-type="abstract-subheading">Originality/value</jats:title> <jats:p>Applied thoughtfully, this new and tested methodology gives leaders at all levels a fighting chance at solving challenging problems and creating breakthrough choices.</jats:p> </jats:sec> http://www.deepdyve.com/assets/images/DeepDyve-Logo-lg.png Strategy & Leadership CrossRef

An integrative methodology for creatively exploring decision choices

Strategy & Leadership , Volume 45 (5): 3-9 – Sep 18, 2017

An integrative methodology for creatively exploring decision choices


Abstract

<jats:sec>
<jats:title content-type="abstract-subheading">Purpose</jats:title>
<jats:p>The authors translate their the concept of integrative thinking into a repeatable methodology, supported by a set of tools for thinking through difficult or “wicked“ problems, a process that offers a better chance of rejecting false choices and of finding a way through to an innovative alternative.</jats:p>
</jats:sec>
<jats:sec>
<jats:title content-type="abstract-subheading">Design/methodology/approach</jats:title>
<jats:p>The authors divide their process into four phases. A case example illustrates each phase.</jats:p>
</jats:sec>
<jats:sec>
<jats:title content-type="abstract-subheading">Findings</jats:title>
<jats:p>The four phases that make up the integrative thinking 10;process: articulating opposing ways to solve a vexing problem; analyzing those opposing models to truly understand them; attempting to resolve the antithetical approaches of the opposing models by creating new models that contain elements of the original alternatives but are superior to either one and testing the potential new solutions.</jats:p>
</jats:sec>
<jats:sec>
<jats:title content-type="abstract-subheading">Research limitations/implications</jats:title>
<jats:p>Additional examples and detailed guidance is provided in the authors new book “Creating Great Choices: A Leader’s Guide to Integrative Thinking,” (Harvard Business School Press, 2017).</jats:p>
</jats:sec>
<jats:sec>
<jats:title content-type="abstract-subheading">Practical implications</jats:title>
<jats:p>Several corporate examples of “wicked” problems to which integrative thinking might be applied are: After a merger, the combined sales organization is riven by dissension between proponents of two opposite approaches – one using direct sales and the other channel partners. The CEO of a retail bank struggling to manage the conflicting goals of increasing efficiency and improving customer service.</jats:p>
</jats:sec>
<jats:sec>
<jats:title content-type="abstract-subheading">Originality/value</jats:title>
<jats:p>Applied thoughtfully, this new and tested methodology gives leaders at all levels a fighting chance at solving challenging problems and creating breakthrough choices.</jats:p>
</jats:sec>

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Publisher
CrossRef
ISSN
1087-8572
DOI
10.1108/sl-07-2017-0063
Publisher site
See Article on Publisher Site

Abstract

<jats:sec> <jats:title content-type="abstract-subheading">Purpose</jats:title> <jats:p>The authors translate their the concept of integrative thinking into a repeatable methodology, supported by a set of tools for thinking through difficult or “wicked“ problems, a process that offers a better chance of rejecting false choices and of finding a way through to an innovative alternative.</jats:p> </jats:sec> <jats:sec> <jats:title content-type="abstract-subheading">Design/methodology/approach</jats:title> <jats:p>The authors divide their process into four phases. A case example illustrates each phase.</jats:p> </jats:sec> <jats:sec> <jats:title content-type="abstract-subheading">Findings</jats:title> <jats:p>The four phases that make up the integrative thinking 10;process: articulating opposing ways to solve a vexing problem; analyzing those opposing models to truly understand them; attempting to resolve the antithetical approaches of the opposing models by creating new models that contain elements of the original alternatives but are superior to either one and testing the potential new solutions.</jats:p> </jats:sec> <jats:sec> <jats:title content-type="abstract-subheading">Research limitations/implications</jats:title> <jats:p>Additional examples and detailed guidance is provided in the authors new book “Creating Great Choices: A Leader’s Guide to Integrative Thinking,” (Harvard Business School Press, 2017).</jats:p> </jats:sec> <jats:sec> <jats:title content-type="abstract-subheading">Practical implications</jats:title> <jats:p>Several corporate examples of “wicked” problems to which integrative thinking might be applied are: After a merger, the combined sales organization is riven by dissension between proponents of two opposite approaches – one using direct sales and the other channel partners. The CEO of a retail bank struggling to manage the conflicting goals of increasing efficiency and improving customer service.</jats:p> </jats:sec> <jats:sec> <jats:title content-type="abstract-subheading">Originality/value</jats:title> <jats:p>Applied thoughtfully, this new and tested methodology gives leaders at all levels a fighting chance at solving challenging problems and creating breakthrough choices.</jats:p> </jats:sec>

Journal

Strategy & LeadershipCrossRef

Published: Sep 18, 2017

There are no references for this article.