Let’s do away with ‘either-or’ thinking

From a pretty early age, I never much liked the either-or situation. It’s not that I don’t like making choices, it’s not that I can’t handle a ‘no’ (although I do admit I prefer the yes), nor that I’m necessarily spoiled. I just always felt that the many situations that were presented to me as choices, don’t have to be a choice-situation if you use a different mindset and think creatively. Still to this day, I prefer the bigger picture where different options can be combined or turned into something else, a third option, often better than any of the choices that seemed the only possibilities.

I recently read the book The Opposable Mind – Winning Through Integrative Thinking

by Roger Martin (2009) which talks about exactly this: how to move away from the

either-or proposition and from trade-offs. “We can either keep costs down, or we can invest in better stores and service. Either we can serve our shareholders, or we can serve our customers or communities.” Martin argues that these choices don’t have to be, and that they are limiting, stemming from a lack of integrative thinking. Martin describes integrative thinking as a way past the binary limits of either-or. Integrative thinking  “shows that there is a way to integrate the advantages of one solution without canceling out the advantages of an alternative solution”.

If you don’t feel forced to make a choice, you stand a bigger chance of remaining open to more than one option and, possibly, to options that you were not able to see before. A similar line of thinking in the area of problem-solving: If you are able to define the problem differently than you have before, or differently from how others define the problem, you can generate alternatives that others can’t imagine and that you couldn’t imagine before. I don’t know about you, but this seems very attractive to me, because you wouldn’t want to limit yourself to boxed-in thinking. You don’t want to confine yourself to the results of a tunnel vision and to set assumptions that seem to force you to choose one option before another, one solution before another.

Of course, I live in the same world as you do, so there are more choices to make every day than you and I might enjoy. That’s reality, and often a good reality. Choices, priorities, focus –they’re all important in business and beyond, and sometimes they’re even life savers. But your mindset, the way you think, whether you’re willing and capable to take the opposite position as well as your capacity to think in terms of ‘yes, and’ rather than ‘well, but’, this all affects the quality of your reasoning and your decisions, and thus the quality of your outcomes. 

Don’t get me wrong, I’m not that much different from most people. In my younger years (and not just then) I fervently defended my own position and my personal point of view. I stuck to my guns, even if I knew better. Winning the argument seemed more important than finding new truths and different perspectives. What I’ve learned through life and in my profession, however, is to increasingly question myself, my beliefs and assumptions, and my line of thinking. I’ve learned to work to integrate them with opposing views. Some people call this integrative thinking, like Roger Martin in his book. Stephen Covey calls it Third Alternative Thinking in his book with the same title. Whatever you want to call it, it is powerful to think in terms of ‘yes, and’. The revised procedures at the CIA are similar, and the CIA calls it differently yet again, but it’s the same principle.

A little more on the book that inspired me: The Opposable Mind – Winning Through Integrative Thinking by Martin. The author describes leaders whom he believes to be great integrative thinkers such as Four Seasons Hotels CEO Sharp and John Sterman, MIT expert in system thinking. The latter argues that we mistakenly tend to think that what we see is what’s really there and that our first impulse is often to determine which model represents reality and which one is unreal and wrong. After we’ve established which model (and who) is wrong, we then campaign against the idea that we reject. But in rejecting one model as unreal, we miss out on all the value that can be realized by holding in mind two opposing models at the same time, states Martin. Characteristic for integrative thinkers is that they “don’t take sides”. “It’s not a choice of this model or that model. They are all wrong. See what you can do to combine those multiple perspectives and enhance the quality of your mental model. You can see two opposing models as hypotheses rather than the truth, which gives you the emotional and intellectual latitude to weigh the merits and drawbacks of both models without needing to defend one and declare the other false”.

Martin, in my opinion, is in many respects a gestalt psychology–thinker and a system-thinker: “You always have to keep in mind the whole, when working on the individual parts. There are no finance solutions, or marketing solutions, or HR solutions, only business solutions”. The question rises why most people, consciously or not, shy away from integrating thoughts and possible solutions? According to Martin this is because integrative thinking leaves them with a much more complex situation or problem than they had before with many more relationships and interactions between aspects. Most people tend to shy away from such a complicated situation.

Just as is one of the premises in Neuro-Linguistic Programming, in Martin’s integrative thinking it’s important to realize that anything we think is real, is actually only just a model of reality, just one possible model of reality, and that model is probably imperfect in some important respects. In NLP terms: the map is not the territory. Opposing models are the richest source of new insight into a situation or problem. You learn nothing from someone who sees the problem exactly as you do even though I acknowledge that the confirmation and support that you receive from a ‘think-alike’ can feel pretty good. The agreement and reinforcement are gratifying but they certainly don’t enhance your thinking processes and your decisions.

Martin’s first step in integrative thinking is generally my starting point in any intervention, especially in personal coaching programs: examining personal beliefs and determining how and why you maintain them. In looking at problems and a wide range of approaches, make sure that you find arguments to support statements about the approach, as well as finding arguments to undermine each approach (or support an opposing model).

There is of course more to Martin’s book than I summarized here, but it boils down to moving from either-or thinking to integrative thinking, which is very appealing to me even though it often creates a challenge. Organizational psychologist Karl Weick, when talking about wise people: “The people we consider wise have both the courage to act on their beliefs and the humility to realize that they might be wrong and must be prepared to change their beliefs and actions when better information comes along.” The right kind of doubt and the right amount of doubt helps ensure that you get things right or at least that you get things better. It helps you listen and watch for evidence that you might be wrong. It helps invite others to challenge your conclusions which is fundamentally different from hanging on to your beliefs and conclusions with all your might. So my questions to you are: Are you up for the challenge of exploring models that you would normally defend yourself against in order to ward of challenges and criticism? Are you up for the challenge of speculating about the other person’s logic and reasoning, possibly coming to a different conclusion than you were originally heading for?  

Youth Leadership Development - HOBY

Two weeks ago I had the honor and the pleasure of facilitating a group of eight energetic, curious, and courageous sophomore students from all over Minnesota. They participated in the three-day HOBY Leadership Seminar at Bethel University with about 75 other students. 


It is HOBY's mission to inspire and develop our global community of youth and volunteers to a life dedicated to leadership, service and innovation. Who would not want to be a part of that, whether it be as an organizer, a sponsor, a facilitator, or of course, one of the students. 


It would take several pages to describe all the energy, learnings, the many diverse activities, the crazy dances and cheers, the inspiring quotes and all else that transpired during this weekend. So I'll mention a few highlights that my group of sophomores thought very valuable, and that many adult leaders can benefit from:

à The four-S mantra: Stand up, Speak up, Stand out, Start something.

à You have the power to treat people a certain way. 


àYour attitude is the foundation for your observations & interpretations, your choices, and your influence & results.

à It is okay to be uncomfortable.

à Failure teaches you about you. It is okay to make mistakes and learn from them.

à Creating change is about starting. It’s as simple as that.

à You teach people how to treat you, by how you act.

à Move from ‘yes, but’ to ‘yes, and’

à Leadership is: If it’s to be, it’s up to me (rather than ‘It’s up to someone else’).

à Stories, explanations, excuses, and justification all distract you from holding yourself accountable and moving yourself to what is wanted & needed and to what you can do to contribute.

à Move from being a bystander to an up stander. Be a vehicle for change.

à Individual commitment to a group effort, that’s what makes a team, a company, a society work – Football coach Vince Lombardi.

It's well worth checking out HOBY and joining me in developing youth leadership: http://www.hobyminnesota.org/

What to focus on when investing in your people?

No matter the state of the economy, technological and global developments, or the competitiveness of the business climate, staying committed to investing in your employees remains crucial for surviving and thriving your business. Keeping your workforce inspired, motivated, and engaged is one step in this process.

Numerous studies such as the Gallup Engagement Survey of October 2011 show that only about 30 percent of employees are actually engaged at work. I am sure you can picture some of the many consequences of non-engaged or, even worse, the effects of actively disengaged employees.

Many managers, business owners, and corporate executives know from experience how difficult it can be to consistently inspire and engage the workforce so that they are willing to give the organization their best and more. The variety of motivations and inspirations of employees complicates this task even more. No two employees come to work for the exact same reasons. One employee might be looking for stability and a good life-work balance while someone else is mainly focused on an international career and yet another teammate is working towards quick upward movement, which in itself can be driven by different motivations.

Engagement, however, is not the only step. A recent research by Towers Watson, a leading global company that helps organizations improve performance through effective people, risk and financial management, reveals that to generate a climate where employees contribute at a consistently high level of their capacity, you need more that just engagement. They refer to this as the “three E’s: engagement, enablement, and employee well-being. Engagement refers to the commitment of an employee to give it their all and go above and beyond in their job. Enablement provides the tools and resources necessary to excel in the job. This is what is often referred to as ‘leaders need to create the environment and conditions for success’.  Emotional and physical well-being is the third of the three E’s and refers to a state of emotional and physical wellness, and, as Towers Watson describes it, “The belief that senior management genuinely cares about their employees.”

I am sure it makes a lot of sense to invest in increasing an employee’s willingness to succeed and excel as well as the necessary tools and equipment combined with a ‘well state’ to deliver that high level of performance, personally and in collaboration with others. Neglect in any of these three areas will decrease any positive effects created in the other two areas. With the three E’s being clear, what is it that mostly needs attention to increase engagement, enablement, and emotional and physical well-being of employees? I suggest four focus areas:

1.    Creativity - IBM’s 2010 Global CEO Study, which surveyed more than 1,500 chief executive officers from 60 countries and 33 industries worldwide, concluded that creativity is now the most important leadership quality for success in business. It stated that creativity even outweighs competencies such as integrity and global thinking. The CEOs told IBM that today’s business environment is volatile, uncertain and increasingly complex. Because of this, the ability to create something that’s both novel and appropriate is top of mind. So the advice is to create the conditions for employees to strengthen their creative thinking capacity. This enables your people to see beyond limitations and to approach problems and their solutions in more diverse ways. One plus one is not necessarily three. One plus one could easily be Q or B. There are good programs for increasing the creative beliefs, thinking patterns, and skills of people and a great book on the topic is Imagine – How Creativity Works by Jonah Lehrer (2012).

2.    Diversity - Make “thinking different hats and different perspectives” as well as thinking in terms of ‘and’ rather than ‘either-or’ the norm, with everyone in a leading capacity an active role model.  This increases the likelihood that employees use their integrative thinking skills and that they continue to learn and grow and see the benefit of working with people who view the world and the business differently and thus approach everyday situations and challenges in different ways than they do. Adopt an outsider’s perspective and the world and it’s personal and business challenges might look quite differently from before. Two great books on this topic are The Third Alternative by Stephen Covey (2011) and The Opposable Mind by Roger Martin (2009).

3.    Emotional Intelligence - Provide group and individual coaching to increase emotional intelligence of every single employee. An employee’s awareness of himself and of others as well as interpersonal skills and skills to manage himself are crucial for personal effectiveness and for effective collaboration. A great book on this topic is Primal Leadership by Goleman, Boyatzis and McKee (2002) or other books by Goleman.

4.    To top it all off, the easy but frequently neglected one: genuine and frequent praise and encouragement is often the thing that motivates us the most. It takes little time once you know your people, their circumstances and their motivations, and it costs nothing. So managers, leaders, CEOs and supervisors, let’s get on with this easy and free give-away that means so much to your people.

My focus on these four areas does not imply that factors such as a sense of belonging or following a compelling mission and purpose are not important. I believe the above four factors, however, to be much discussed but often little understood and even less acted upon. What are you going to discuss, decide, and implement in order to improve engagement, enablement, and emotional and physical well-being of yourself and your employees?