6. “Film Festivals: Which Is Top Dog?” Guardian, April 19, 2012, https://www.theguardian.com/film/2012/apr/19/film-festivals-which-is-top-dog.
Chapter 7
1. John C. Bogle, “Saving a Company, Building a Colossus, Preserving a Culture: Reflections on the History of Vanguard,” speech given June 23, 2016, edited and expanded, July 9, 2016.
2. Stoyan Bojinov, “Illustrated History of Every S&P Bear Market,” Trader HQ Blog, April 5, 2014, http://traderhq.com/illustrated-history-every-s-p-500-bear-market/.
3. Unless otherwise indicated, all Jack Bogle quotes are from an interview with Jennifer Riel and Roger Martin on July 19, 2016.
4. Roger Martin, Fixing the Game: Bubbles, Crashes and What Capitalism Can Learn from the NFL (Boston: Harvard Business Review Press, 2011).
5. This quote from Bogle’s senior thesis was provided by Bogle in an email communication to Jennifer Riel on January 31, 2017.
6. Unless otherwise indicated, all Bruce Kuwabara quotations are from an interview with Jennifer Riel, September 14, 2016.
7. “About Winnipeg,” https://www.tourismwinnipeg.com/plan/about-winnipeg.
8. Christopher Hume, “Canada’s Most Important Building,” Toronto Star, December 19, 2009, https://www.thestar.com/news/insight/2009/12/19/hume_canadas_most_important_building.html.
Chapter 8
1. Richard Shim et al., “Apple’s iPod Spurs Mixed Reactions,” CNET, October 19, 2006, https://www.cnet.com/news/apples-ipod-spurs-mixed-reactions/.
2. Yoni Heilser, “Read These Hilariously Negative Reactions to the Original iPhone Announcement,” BGR, April 7, 2015, http://bgr.com/2015/04/07/original-iphone-reaction-comments/.
3. A.G. Lafley and Roger Martin, Playing to Win: How Strategy Really Works (Boston: Harvard Business Review Press, 2013).
4. Bronwyn Fryer, “Storytelling That Moves People.” Harvard Business Review (June 2013), 51–55.
5. Dan Roam, The Back of the Napkin: Solving Problems and Selling Ideas with Pictures (New York: Portfolio, 2008), 4.
6. The visual alphabet is typically credited to Dave Gray, an author and consultant focused on visual thinking.
7. Eric Ries, The Lean Startup (New York: Crown Business, 2011), 93.
8. Ed Catmull, Creativity Inc.: Overcoming the Unseen Forces That Stand in the Way of True Inspiration (Toronto: Random House Canada, 2014), 90.
Chapter 9
1. “The Wirral’s Model Village, Port Sunlight, Merseyside,” Guardian Walking Guides, June 9, 2009, https://www.theguardian.com/travel/2009/jun/09/walk-guides-port-merseyside.
2. Standish Meacham, Regaining Paradise: Englishness and the Early Garden City Movement (New Haven: Yale University Press, 1999), 34.
3. Unless otherwise noted, all quotations from Paul Polman are taken from an interview with Jennifer Riel and Roger Martin, August 1, 2016.
4. “About Our Strategy,” https://www.unilever.com/sustainable-living/the-sustainable-living-plan/our-strategy/about-our-strategy/.
5. Jason Zweig, “Why Hair-Trigger Traders Lose the Race,” Wall Street Journal, April 10, 2015, https://blogs.wsj.com/moneybeat/2015/04/10/why-hair-trigger-stock-traders-lose-the-race/.
6. Kamal Ahmed, “Davos 2011: Unilever’s Paul Polman Believes We Need to Think Long Term,” Telegraph, January 15, 2011, http://www.telegraph.co.uk/finance/financetopics/davos/8261178/Davos-2011-Unilevers-Paul-Polman-believes-we-need-to-think-long-term.html.
7. Roger Martin, The Opposable Mind: How Successful Leaders Win Through Integrative Thinking (Boston: Harvard Business School Press, 2007), 93.
8. Hilary Austen Johnson, “Artistry for the Strategist,” Journal of Business Strategy 28, no. 4 (2007): 18.
9. Carol Dweck, Mindset: The New Psychology of Success (New York: Ballantine Books, 2006), 6.
10. Ibid., 23.
11. Chris Argyris, “Teaching Smart People How to Learn,” Harvard Business Review (May–June 1999): 99–109.
12. Robert Burton, On Being Certain: Believing You Are Right, Even When You Are Not (New York: St. Martin’s Press, 2008), xiii.
13. Victoria Hale, interview with Roger Martin, December 15, 2006.
Index
affinity bias, 33
Altoids, 179–180
analysis, in organizational decision making, 36
antivax movement, 76–78, 80
Apple, 173–174
application of integrative thinking, xi–xiii
Architecture49, 158
architecture of problems, x
Argyris, Chris, 44–46, 207, 209, 216
Ariely, Dan, xiv, 23–24
Association of Tennis Professionals, 144
assumptions
about dissent and dissenters, 33–34
challenging, 86
exploring underlying, 71
in models, template for, 134
reflecting on, 127–128
sketching the models to express, 93–94
Toronto Film Festival and, 113–114
visualization and, 180–183
Austen, Hilary, 205
autism
vaccines and, 76–78
support services, 93–94, 97
backfire effect, 26–27
Bandura, Albert, 54
Basadur, Min, 83
Bassett, Carling, 143
beer tasting experiment, 23–24
behavioral decision making, xiv–xv, 19–20
Berkshire Hathaway, 31
biases, xiv–xv, 11–12
affinity, 33
awareness of, 39–40
bad decisions due to, 17–18
confirmation, 26–27, 79–80
curiosity and, 52
empathy disrupted by, 49
mental models and, 17–34
in organizational decision making, 34–40
overcoming, 39–40
in oversimplification and causality, 28–30
projection, 33
The Big Chill, 108
Black, Fischer, 31
BlackBerry, 89
Black-Scholes options pricing theorem, 30–31
Bogle, Jack, 14, 137–142, 152, 204
Borfiga, Louis, 146, 191
Bouchard, Eugenie, 147, 191
Brett, Bob, 191
Brown, Tim, xvi, 53
Buffett, Warren, 31
Bush, George W., 27
business models, 108–117. See also models
buy-in, xv, 177. See also consensus
Caldwell, Charley, 20
Canada Post, 214
Cannes Film Festival, 109–110, 111, 115–116, 117
Cantril, Hadley, 20
capitalism, enlightened, 199–205
career success, mental models of, 21–22
Carr, Melanie, 75
Catmull, Ed, 189–190
causal modeling, 115–116
causal relationships, x
diagramming, 128–129
in double down pathway, 152–153
exploring in models, 71
oversimplification of mental models and, 28–30
predictive power of, 128–129
in resolving tension, 142
template for, 135
Toronto Film Festival and, 114–117
Centers for Disease Control and Prevention (CDC), 76
centralization versus decentralization, 68–70
closure, desire for, 211–212
CNN, 8
cognitive biases. See biases
cognitive dissonance, xv, 37
Cohl, Dusty, 108
collaboration, 167–168
commitment
premature, to an answer, 86
to solving the problem, 83
communication
physical modeling for, 183–184, 185
storytelling for, 178–180, 185
visualization for, 180–183, 185
complexity, 216–217
mental models in filtering, 18–19
compromises, 10–11
&nbs
p; extreme opposite models and, 87–88
conclusions, orientation toward, 45–46
conditions, understanding logic for, 176, 186–189, 191, 194
confidence, 215–216
in mental models, 30
confirmation bias, 26–27, 79–80
defense against, 85–86
conflict
in organizational decision making, 32–34, 36–37
stickiness of mental models and, 26–27
consensus
divergent opinions versus, 39, 213
exploring possible answers before, ix–xiii
genuine, 74
as least-worst option, 37–38
pressure for, 36–37
consideration, x
context
decomposition and, 164
generalization of mental models and, 30–34
integrative thinking and, 166
mental models shaped by, 23–26
understanding the logic for, 176, 186–189, 194
contradictory evidence, 36–37, 78
control versus customization, 145–150
corporate social responsibility, 199–205
Craik, Kenneth, 18
creativity, 12–13, 52–57
definition of, 43
in exploring possibilities, 72
fear of being judged and, 53–54
generating possibilities and, 166–168
ground rules for, 166–167
in integrative thinking, 66
learning/encouraging, 54
opposing viewpoints in, 79–80
from tension between ideas, 124–126
time for, 56
culture, 189–190
curiosity, 52, 213–214
customer experience versus efficiency, 90–92, 97–99
customers versus shareholders tension, 139–140
customization versus control, 145–150
Daily Princetonian, 20
Dartmouth College, 20–21
data, ladder of influence and, 44–46
Davidson, Quinn, 42
decision making
behavioral, xiv–xv
changing your mind in, 37
conclusion orientation in, 45–46
desire for closure and, 211–212
exploring divergent possibilities in, 38–40, 67–69
the least-worst option in, 37–38
linear process for, 34–36
mental models in, 17–34
metacognition in, 12, 43–48
methodology for, 11–13
mindset for, 11–13
organizational, 17–18, 34–40
pro/con lists in, 10
“right” answers in, 32–34, 36–37
salient factors in, x, 30
stance toward, 210–211
time for, 56
usual process for, 17–40
Decoded (Jay Z), 63–64
decomposition pathway, 156–165, 171
The Design of Business (Martin), xvi
design thinking, xv–xvii
defining possibilities and, 176–177
empathy in, 50–52
devil’s advocate, 95–96
Dewey, John, 82
directional knowledge, 205
discipline, and the opposable mind, x
disruptors, 127
dissent
assumptions about, 33–34
exploring, 38–40
“right” answers versus, 32–34, 36–37
suppression of, 30, 79–80
surfacing and exploring, 79–82
Djikic, Maja, 51
double down pathway, 150, 152–156, 170, 203–204
double-loop learning, 208–209
Downey, Michael, 144
drawing, visual alphabet for, 181–182
Drucker, Peter, 38–39, 66, 139–140
Duelfer Report, 27
Dunst, Kirsten, 109
Dweck, Carol, 206–207
Eames, Tony, 144
economics, 78–79
The Effective Executive (Drucker), 38–39
efficiency and livability, 159–162
efficiency versus customer experience, 90–92, 97–99
Einstein, Albert, 214
embarrassment, 53–54
emotion, from opposing models, 85–86
empathy, 12, 48–52
creating room for, 41–43
cultivating controlled, 49–51
definition of, 43
in design thinking, 50–52
in health care, 78
in integrative thinking, 66
with key players, 96–97
metacognition and, 47–48
neurons in creating, 48–49
sympathy versus, 48
energy efficiency, architecture and, 157–162
Engadget, 173–174
Essabhai, Rahim, 218
ethnographic research, 50–52
evidence, seeking confirming versus contrary, 26–27. See also confirmation bias
evil, assumption of, 33–34, 78–82
expectations, perceptions shaped by, 23–26
experience, empathy and, 51
factions, 167–168
falsifiability, 189–190
fear
of being judged, 53–54
of new ideas, 173–175
Fellini, Federico, 108
Festival de Cannes, 109–110, 111, 115–116, 117
Festival of Festivals, 107–119, 142, 152
fiction, reading, 51
Fidelity Investments, xv
financial services, 137–142
fixed mindset, 206–207
Fixing the Game (Martin), 139
Flavell, John, 43
food bank, 130–131
Four Seasons, 84
Frederick, Shane, 23–24
French Federation of Tennis, 144–147
Frew, Laura, 184
Fung, Josie, 176
General Electric, xv–xvii
General Motors, 39
geothermic fields, 160–161
Graham, Jack, 144
Grant, Adam, 80
Gray, Dave, 182
Grosso, Beth, 46–47
groupthink, xv, 79–80, 85–86
growth mindset, 206–207
Haidt, Jonathan, 78–79
Hale, Victoria, ix–xiii, 218
Handling, Piers, 108–109, 110, 111–112, 117, 118–119, 142, 152
Hastorf, Albert, 20
health care
for homeless and mentally ill patients, 128–129
vaccines in, 75–78, 80–81
healthy workplaces, 158–162
herd immunity, 76
heuristics, xiv–xv, 11–12, 57. See also mental models
hidden gem pathway, 143–151, 169
How Design Thinking Transforms Organizations and Inspires Innovation (Brown), xvi
HVAC systems, 160–162
IBM, design thinking at, xv
ideas
building on others’, 167
defending, 177
depersonalizing, 86–87
generating new, xvi–xvii, 14
making concrete, 177–178
new, unproven, 173–174
tension between, ix–xiii
value of bad, 55–56, 57
See also creativity
identity, your role in the world and, 215–218
IDEO, xvi, 51
incentives, 125–126
index funds, 137–142, 204
inferences, ladder of, 44–46
innovation, design thinking and, xv–xvii. See also creativity
integration, 9
decomposition pathway for, 156–165, 171
double down pathway for, 150, 152–156, 170
exploring possibilities and, 71–73
hidden gem pathway for, 143–151, 169
integrative thinking, ix–xiii
applicability of, xi–xii
articulating m
odels in, 65–70, 75–105
assessing prototypes in, 65, 66, 73–74
context and, 166
examining, 70–71
examining models in, 65–66
exploring possibilities in, 65, 66, 67–69, 71–73
as a heuristic, 57
individual and group, xii–xiii
learnability of, xiii
methodology for, 63–74
overcoming biases through, xiv–xv
process for, 11–15, 100–101
process in, 65–66
questioning your thinking with, 124–129, 131–132
stance in, 205–211
teaching, x–xiii
in training programs, 156–157
as a way of being, 199–219
your role in the world and, 215–218
intelligence, fixed versus growth in, 206–207
investors, approach to, 202–205
iPad, 174
iPhone, 173–174
iPod, 173, 174
Iraq, weapons of mass destruction in, 27
Jay Z, 63–64
Jobs, Steve, 174
judges, sentencing by, 25
judgment
deferring, 167
fear of, creativity and, 53–54
“Judgment under Uncertainty: Heuristics and Biases” (Kahneman and Tversky), xiv
Kahneman, Daniel, xiv
Karn, Darren, 156–157
Kazmaier, Dick, 20
Kelleher, Herb, 181
Kennedy, Robert Jr., 76
key players, 96–97, 186
investment industry, 139–140
Toronto Film Festival and, 113–114
King, Rollin, 181
knowledge, directional, 205
Knudstorp, Jørgen Vig, 3–4, 5–9, 11, 187
Kornberg, Nogah, 218
Korzybski, Alfred, 19
Kotchka, Claudia, 179–180
KPMB Architects, 157–162
Kurosawa, Akira, 108
Kuwabara, Bruce, 157–162
ladder of inference, 44–46, 58–59
Lafley, A.G., xi, 82, 84, 175, 215
Lancet, 76
LaRocca, Luigi, 158
Lave, Charles, 19, 32
LEAD 2.0 executive training, 214
The Lean Startup (Ries), 184
learning
creativity, 54
knowing versus doing and, xi–xii
modes of, 207–211
Lee, Leonard, 23–24
LEGO Group, 3–11
The LEGO Movie, 3–4, 7–9, 187
LEGO Star Wars: Revenge of the Brick, 4
LEGO: The Adventures of Clutch Powers, 5
Leonardelli, Geoff, 20–22
Lever, William, 199–205
leverage points, 117–118
Lever Brothers, 199–205
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