Rakesh Khurana Lecture

Just heard that Rakesh Khurana, author of From Higher Aims to Hired Hands: The Social Transformation of American Business Schools and the Unfulfilled Promise of Management as a Profession and associate professor in organizational behavior at Harvard Business School, will be speaking at Hopkins tomorrow (Sept 25) at 5pm for the "The Inaugural Carey Business School Dean's Lecture."

To view the table of contents, click here; download the Introduction in PDF format here.

Click here to register.

The Opposable Mind by Roger Martin: Chapters 5 - 8

As promised, here are my thoughts on Chapters Five through Eight of Roger Martin's The Opposable Mind: How Successful Leaders Win Through Integrative Thinking (click here to read all my posts on this book).

In the second half of this book, Martin mentions some of the same people from the beginning of the book and continues to write about people from a wide range of disciplines:

• Victoria Hale of the Insitute for OneWorld Health
• K V Kamath, ICICI Bank
• Meg Whitman, eBay
• Nandan Nilekani, Infosys Technologies Limited
• Ramalina Raju, Satyam Computer Services
• Bruce Mau, Bruce Mau Design
• Taddy Belcher, CIDA City Campus
• Gerry Mabin, The Mabin School

Chapter Five, Mapping the Mind, is when Martin begins to teach readers how to hone their integrative thinking skills. Martin puts forth a model of "your personal knowledge system" (which is "highly path-dependent") broken down into three parts:

• Stance: Who You Are and What You're After - further discussed in Chapter Six
• Tools: Knocking the World into Shape - further discussed in Chapter Seven
• Experiences: Where Stance and Tools Meet the World - further discussed in Chapter Eight

The example stances that Martin discusses are all varied and interesting in their own right.

Within experiences, Martin defines skills and sensitivities that are built through experience as follows:

• Sensitivities: capacity to make distinctions between conditions that are similar but not the same
• Skills: capacity to carry out an activity so as to consistently produce the destined result

Chapter Six, The Construction Project, is all about the integrative thinker's stance and the six key features they have in common:

1. Integrative thinkers believe that whatever models exist at the present moment do not represent reality; they are simply the best or only constructions yet made.
2. Integrative thinkers believe that conflicting models, styles, and approaches to problems are to be leveraged, not feared.
3. Integrative thinkers believe that better models exist that are not yet seen.
4. Integrative thinkers believe that not only does a better model exist, but that they are capable of bringing that better model from abstract hypothesis to concrete reality.
5. Integrative thinkers are comfortable wading into complexity to ferret out a new and better model, confident they will emerge on the other side with the resolution they seek.
6. Integrative thinkers give themselves the time to create a better model.

In my opinion, these six key features could really be condensed into fewer points but it's still useful as it is.

Martin goes on to describe three stances about the world (first three) and three about the self (last three) that he believes are the foundation of a personal knowledge system that will lead to integrative thinking:

1. Existing models do not represent reality, they are our constructions.
2. Opposing models are to be leveraged, not forced.
3. Existing models are not perfect; better models exist that are not yet seen.
4. I am capable of finding a better model.
5. I can wade into and get through the necessary complexity.
6. I give myself the time to create a better model.

Strangely, Martin uses the movie Crash to illustrate a need for integrative thinking. But what I found most interesting from this chapter was that Bruce Mau, one of Martin's integrative thinkers, meditates when faced with complex problems -- it's not everyday that a business book advocates meditation!

Chapter Seven, A Leap of the Mind, breaks down the tools required for integrative thinking as generative or modal reasoning (as opposed to declarative reasoning), causal modeling, and assertive inquiry. The aspects of "multidirectional feedback loops" are also discussed. And Martin's use of Taddy Belcher's successful creation of CIDA City Campus as a model of integrative thinking is both educational and inspirational.

Finally Chapter Eight, A Wealth of Experience, concludes the book by detailing A G Lafley's experiences starting from the Navy Exchange to Harvard Business School and finally to Procter and Gamble. The key experiences an integrative thinker strives for are ones that deepen mastery and nurture originality.

You know, having written my thoughts on each of these chapters, I feel like I've learned more from this book than I initially realized. I love when that happens!

Click here to view an excerpt of this book.

If you'd like to learn more, click here to listen to a podcast by Roger Martin about this book, courtesy of businessweek.com or click here to view the whole January 2008 Special Report on the book.

Enjoy!

The Opposable Mind: How Successful Leaders Win Through Integrative Thinking by Roger Martin

These past few weeks I've been so slow at getting through my library books.

I did start reading The Opposable Mind: How Successful Leaders Win Through Integrative Thinking by Roger Martin (published by the Harvard Business School Press).

Roger Martin has been dean of the Rotman School of Management at the University of Toronto since 1998 and is also professor of strategic management at the Rotman School focusing his research in the areas of global competitiveness, integrative thinking, business design and corporate citizenship. During his 13 years with Monitor Company (a global strategy consulting firm based in Cambridge, Massachusetts), Martin founded and chaired Monitor University, the firm's educational arm, served as co-head of the firm for two years, and founded the Canadian office.

Martin starts off his book with this appropriate F. Scott Fitzgerald quote:

The test of a first-rate intelligence is the ability to hold two opposing ideas in mind at the same time and still retain the ability to function. One should, for example, be able to see that things are hopeless and yet be determined to make them otherwise.

Interestingly, Martin mentions three top selling business books in the first chapter, Choices Conflict, and the Creative Spark:

• Execution: The Discipline of Getting Things Done by Honeywell CEO Larry Bossidy and consultant Ram Charan
• Good to Great: Why Some Companies Make the Leap… and Others Don’t by professor-turned-guru Jim Collins.
• Jack: Straight from the Gut by Jack Welch, the former super-CEO of GE General Electric Company

Martin appears to mock the ineffectiveness of these books, though he does state:

I don't wish to denigrate any of th books mentioned. They were best sellers for a reason: businesspeople want to know what makes a great leader because they themselves would like to be better leaders. Each book offers a particular perspective, and each perspective is valuable. But to approach every business problem with the question, "What should I do?" is to foreclose options before they can even be explored.

Sounds to me like he's just covering himself.

PINK magazine Recommends

PINK magazine is my new favorite magazine. PINK exists to promote a new generation of ambitious, compassionate, resilient, powerful and passionate women who are making a significant impact on the world through their work and their lives-while being true to themselves. Each issue has great articles about work-life balance, finance, career development, networking, and issues facing women in business.

They often have good business book suggestions and this is the one from the current issue (May/June 2008) that looks the best to me:

Through the Labyrinth: The Truth About How Women Become Leaders by Alice H. Eagly and Linda L. Carli - Eagly and Carli are professors at Harvard Business School and wrote an article in this issue of PINK magazine titled "Welcome to the Labyrinth." The HBS Press online store lists this description of this book:

Despite real progress, women remain rare enough in elite positions of power that their presence still evokes a sense of wonder. In "Through the Labyrinth," Alice Eagly and Linda Carli examine why women's paths to power remain difficult to traverse. First, Eagly and Carli prove that the glass ceiling is no longer a useful metaphor and offer seven reasons why. They propose the labyrinth as a better image and explain how to navigate through it. This important and practical book addresses such critical questions as: How far have women actually come as leaders? Do stereotypes and prejudices still limit women's opportunities? Do people resist women's leadership more than men's? And, do organizations create obstacles to women who would be leaders? This book's rich analysis is founded on scientific research from psychology, economics, sociology, political science, and management. The authors ground their conclusions in that research and invoke a wealth of engaging anecdotes and personal accounts to illustrate the practical principles that emerge. With excellent leadership in short supply, no group, organization, or nation can afford to restrict women's access to leadership roles. This book evaluates whether such restrictions are present and, when they are, what we can do to eliminate them.