|
To receive the free .mp3 of
our teleconference with Roger Martin, please fill
out this form and click "Submit."
|
 |
To receive a link where you can download the .mp3 of this teleconference
for free,
please fill out the form on the left. Below is the original
teleconference overview.
______________
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…
-
How designers think and why executives need to think like designers.
-
How to think your way to
a superior resolution when none of your options are particularly
good.
-
Why
mastery can be
dangerous and undermine future success.
-
Why it is a mistake to
reduce complexity. The leaders we admire most have learned to thrive
with complexity.
-
Most managers use inductive
and deductive thinking, yet we need to learn how to think abductively
as well.
-
+ 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. |
