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Fill out the form on the left and you
will receive a link where you can download the .mp3 of this
teleconference for free.
Below
is the original teleconference overview.
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On June 17th
at 4pm Israel time, Dov Gordon will host Professor
Roger Martin on a special teleconference for senior
Israeli executives. In this teleconference, Roger will talk
about… 
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How
designers think and why executives need to think like
designers.
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How
to think your way to a superior resolution when none of your
options are particularly good.
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Why
mastery can be dangerous
and undermine future success.
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Why
it is a mistake to reduce complexity. The leaders we admire
most have learned to thrive with complexity.
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Most
managers use inductive and deductive thinking, yet we need to learn how
to think abductively as well.
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Roger will answer your questions...
An
MBA doesn’t point to a clear-thinking executive any more than
a driver’s license points to a safe driver. Yet when times
are hard, it is the clear thinking executive whose company edges ahead.
In his
latest book,
The Opposable Mind,
Professor Roger Martin, dean of the highly regarded Rotman School of
Management, quotes F. Scott Fitzgerald: “The test of a
first-rate intelligence is the ability to hold two opposing ideas in
mind at the same time and still retain the ability to
function. One should, for example, be able to see that things
are hopeless yet be determined to make them otherwise.”
Roger’s
commitment to teaching his MBA students “integrative thinking” in
addition to the standard business school curriculum has pushed the
Rotman School to where it is considered one of the top 15 business
schools in North America. He is a regular contributor to Harvard
Business Review and
BusinessWeek and
sits on the boards of Thomson
Reuters and Research In Motion,
makers of the Blackberry.
Integrative
thinking is the ability to face the tension of opposing ideas and,
instead of choosing one at the expense of the other, generate
a new idea containing elements of each and superior to both.
Roger has a
wonderful knack for telling a good and relevant story to make his
points. The insights you will gain from this teleconference
will leave you thinking more clearly about your most pressing problems
and opportunities. We invite you and encourage you to invite
your colleagues, friends and team members.
Quotes from Roger Martin:
“…If
executives want to focus on the software and algorithm end of the
chain, they can manage exactly the way the McKinsey Global Institute
suggests. However, while they are managing the well-understood parts of
the business with dazzling efficiency, executives in other companies
will be delving into the mysteries that define the future of the
business, developing heuristics for understanding it, and by doing so,
seizing the high ground for the future…”
http://www.businessweek.com/innovate/content/may2007/id20070521_889911.htm?chan=search
“In a Harvard Business School
class, you would never say to another student, ‘I don’t understand
fully why you think that: Could you just talk a little bit more about
what you saw in the case that caused you to believe that?’ You are not
taught the skill of listening with the intent of gaining some insight
that you didn’t have in your head already. Instead, you are taught to
build cases in your mind that are airtight and completely logically
sound, and anybody who thinks otherwise is the enemy you must crush.
That may be too strong a way of thinking about MBAs; but I don’t think
it is very much too strong.”
http://www.mgmt.utoronto.ca/rogermartin/AcademyofManagementLearning.pdf
“…When a colleague or superior
admonishes us to ‘quit complicating the issue,’ it’s not just an
impatient reminder to get on with the damn job – it’s a plea to keep
the complexity at a tolerable level. As comforting as
simplification can be… it encourages us to edit out salient
features… Editing, in turn, leads to unsatisfactory
resolutions of the dilemmas that business throws at us. Issy
Sharp would not have been able to create the Four Seasons difference if
he had simplified like most of his rival hoteliers. He would
not have engaged business travelers in a dialogue deep enough to elicit
the crucial information that they longed for their own home and
office…” -
The Opposable Mind,
chapter four.
Please share
this with your Facebook friends. Invite them to this event:
http://www.facebook.com/event.php?eid=19610143831
Copyright 2005
- 2008 © by Dov Gordon. All rights reserved.
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