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Truth is not black and white. "Yes, and" thinking honors others' realities without necessarily agreeing. Multiple truths can coexist.
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Starbucks doesn't have to trade off fast service and communal space but accommodates both.
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Adaptive challenges lack roadmaps, unlike technical problems. Navigating paradox means shifting assumptions to hold contradictions together.
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There are four types of paradoxes, involving competing tensions:
For instance, learning paradoxes balance exploiting current success and exploring future innovation.
Belonging paradoxes raise opposing roles and values.
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Without paradox mindsets, people get stuck in downward vicious cycles of either/or thinking: Rabbit holes (intensifying one pole), Wrecking balls (overcorrecting to the opposite extreme), and Trench warfare (each side attacking the other's stuck thinking).
Cognitive, emotional and behavioral traps fuel these detrimental spirals.
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Link tensions to higher purpose. Set vision passionately unifying opposites. Build guardrails ensuring both poles are represented.
Diversify stakeholders across paradoxes. Long-term vision sustains creative friction.
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The problem is not the problem; the problem is how we think about the problem
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A visionary company doesn’t seek balance between short term and long term. A visionary company...aims to be distinctly yin and yang; both at the same time, all the time.
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IDEAS CURATED BY
CURATOR'S NOTE
Both/And Thinking is a book written by Wendy Smith and Marianne Lewis . It was published on August 9, 2022 by Harvard Business Review Press . The book delves into the concept of "both/and" thinking and how it can help individuals and organizations become more creative, flexible, and effective at solving problems. Authors Wendy Smith and Marianne Lewis introduce the concept of "both/and" thinking as a way to break free of binary thinking and embrace more creative and effective problem-solving.
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