It was once stated by Peter Drucker that the best executives ignore conventional wisdom about reaching consensus and work to generate disagreement and dissention. As Drucker steers, conflicting models remain a dilemma only if we choose to treat them as such. The writers characterize the four stages of Integrative Thinking, an approach to model creation developed in the Rotman School of Management that has evolved through practice and research.
Although once you attain your 'integrative alternative', the writers consider the challenge has not finished: all alternatives will eventually be made obsolete, and as a result, integrative thinkers treat their solutions as 'experimental': as new information emanates in opposition to the 'option', the process resets. However, when utilized precariously, they disclose that executives can be given a fighting chance at handling the evil problems they encounter by integrative thinking.
PUBLICATION DATE: January 01, 2014 PRODUCT #: ROT216-HCB-ENG
This is just an excerpt. This case is about STRATEGY & EXECUTION
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