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Integrative Thinking & Sustainability 2007 Top 100 Employer Summit March 22, 2007

Integrative Thinking & Sustainability 2007 Top 100 Employer Summit March 22, 2007. Jim Fisher Vice-Dean, CCMF Chair in Entrepreneurship, Rotman School of Management. Explanations: James March . Professor Emeritus at Stanford University A leading thinker on organizational learning

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Integrative Thinking & Sustainability 2007 Top 100 Employer Summit March 22, 2007

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  1. Integrative Thinking & Sustainability 2007 Top 100 Employer SummitMarch 22, 2007 Jim Fisher Vice-Dean, CCMF Chair in Entrepreneurship, Rotman School of Management

  2. Explanations: James March • Professor Emeritus at Stanford University • A leading thinker on organizational learning • We live in an ambiguous world: • “Fuzziness” • Causal inconsistencies • We cope with ambiguity through simplification and specialization

  3. Experiences in Action Amy Edmondson, Harvard Business School

  4. And Not Or

  5. What is Integrative Thinking? "The ability to face constructively the tension of opposing models and instead of choosing one at the expense of the other, to generate a creative resolution of the tension in the form of a new model that contains elements of the individual models but is superior to each." ~ Rotman School of Management (2005)

  6. Isadore Sharp, Four Seasons Hotels Competing Models The range of amenities of a large hotel The intimacy and comfort of a boutique hotel Vs.

  7. Isadore Sharp, Four Seasons Hotels Competing Models Vs. The intimacy and comfort of a boutique hotel The range of amenities of a large hotel Creative Resolution The medium-sized luxury hotel with intimacy and amenities funded by a massive price premium

  8. A Personal Knowledge System Stance Guides • Who am I in the world and what am I trying to accomplish? Tools Guides Informs • With what tools and models do I organize my thinking and understand the world? Experiences Informs • With what experiences can I build my repertoire of sensitivities and skills?

  9. Conventional versus Integrative Stance Conventional Stance Integrative Stance • What I see is only a model of reality • 2. Opposing models give a different view of reality • 3. Better models exist that are not yet seen • 4. I am capable of using different models to find a better model • 5. I look for and wade into the necessary complexity • 6. I give myself time to create and develop a new insight before proceeding • I can see and understand the true reality • 2. Opposing views are not reality and are therefore wrong • 3. No better model exists because I am looking at reality • 4. Where opposing views exist, one view must be crushed • 5. I must simplify and specialize to avoid unnecessary complexity • 6. I must act quickly and decisively

  10. Victoria Hale, One World Health Competing Models Traditional for-profit pharmaceutical model Vs. Traditional public health model Creative Resolution Not-for-profit pharmaceutical company with a focus on third-world health

  11. Victoria Hale on Complexity I wade into and get through the necessary complexity

  12. A Personal Knowledge System Stance Guides • Who am I in the world and what am I trying to accomplish? Tools Guides Informs • With what tools and models do I organize my thinking and understand the world? Experiences Informs • With what experiences can I build my repertoire of sensitivities and skills?

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