An integrative methodology for creatively exploring decision choices

Abstract

Purpose

The authors translate their the concept of integrative thinking into a repeatable methodology, supported by a set of tools for thinking through difficult or “wicked“ problems, a process that offers a better chance of rejecting false choices and of finding a way through to an innovative alternative.

Design/methodology/approach

The authors divide their process into four phases. A case example illustrates each phase.

Findings

The four phases that make up the integrative thinking 10;process: articulating opposing ways to solve a vexing problem; analyzing those opposing models to truly understand them; attempting to resolve the antithetical approaches of the opposing models by creating new models that contain elements of the original alternatives but are superior to either one and testing the potential new solutions.

Research limitations/implications

Additional examples and detailed guidance is provided in the authors new book “Creating Great Choices: A Leader’s Guide to Integrative Thinking,” (Harvard Business School Press, 2017).

Practical implications

Several corporate examples of “wicked” problems to which integrative thinking might be applied are: After a merger, the combined sales organization is riven by dissension between proponents of two opposite approaches – one using direct sales and the other channel partners. The CEO of a retail bank struggling to manage the conflicting goals of increasing efficiency and improving customer service.

Originality/value

Applied thoughtfully, this new and tested methodology gives leaders at all levels a fighting chance at solving challenging problems and creating breakthrough choices.

Citation

Riel, J. and Martin, R. (2017), "An integrative methodology for creatively exploring decision choices", Strategy & Leadership, Vol. 45 No. 5, pp. 3-9. https://doi.org/10.1108/SL-07-2017-0063