Posted on : November 12, 2017
Views : 4
Category : Management
Roger Martin (Rotman School of Management), says that ‘there are very few problems in this world that have a single right answer. But in particular, we struggle for answers when faced with ‘either/or’ trade-offs.’ Martin has devised a set of problem-solving tools called ‘integrative thinking’ (holding opposing positions in tension which lead to outcomes that go beyond compromise), which form an alternative method of making decisions in areas such as product design, prototyping and taking products to market. Truly great products, “the iPhones of this world”, find a way to “integrate between what the user needs and what the designer needs, while creating value for both”. Integrative thinking breaks down into four key sequential processes:
  1. Abandon the idea of a blank sheet of paper and “turn the problem you are facing into an ‘either/or’ proposition that creates two distinct ways of thinking about how you might solve the problem.”
  2. Question your understanding of these models: “think about the assumptions you are making, and try to challenge and re-frame your thinking”.
  3. Actively seeking to bring the two models together “into an integration in order to ‘generate possibilities’ for the product”.
  4. Prototype, test, learn, experiment, rather than just launching the product onto the world”.