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最新個案
- A practical guide to SEC ï¬nancial reporting and disclosures for successful regulatory crowdfunding
- Quality shareholders versus transient investors: The alarming case of product recalls
- The Health Equity Accelerator at Boston Medical Center
- Monosha Biotech: Growth Challenges of a Social Enterprise Brand
- Assessing the Value of Unifying and De-duplicating Customer Data, Spreadsheet Supplement
- Building an AI First Snack Company: A Hands-on Generative AI Exercise, Data Supplement
- Building an AI First Snack Company: A Hands-on Generative AI Exercise
- Board Director Dilemmas: The Tradeoffs of Board Selection
- Barbie: Reviving a Cultural Icon at Mattel (Abridged)
- Happiness Capital: A Hundred-Year-Old Family Business's Quest to Create Happiness
Integrative Thinking 2.0: A User's Guide to your Opposable Mind
內容大綱
Peter Drucker once said that the most effective executives disregard conventional wisdom about reaching consensus and instead work to create disagreement and dissention. As Drucker hints, opposing models are only a problem if we choose to treat them as such. The authors describe the four phases of Integrative Thinking, an approach to model creation developed at the Rotman School of Management that has evolved through research and practice. Even once you reach your 'integrative solution', the authors note that the challenge isn't over: all solutions will eventually be made obsolete, and as a result, integrative thinkers treat their solutions as 'provisional': as new information emerges in opposition to the 'solution', the process begins anew. However, when applied thoughtfully, they show that integrative thinking can give executives a fighting chance at tackling the wicked problems they face.