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CREATIVE INTEGRATION OF THE PARADOXES<br />
• Much of creating something novel and useful arises from combining existing ideas, including<br />
ideas that once seemed mutually exclusive. To do this requires moving from either-or<br />
thinking to both-and thinking<br />
• Finally, in addition to making arbitrary, premature choices, many leaders accept or pursue<br />
other methods of early closure, such as compromising or taking a vote. Unfortunately, these<br />
methods rarely produce the best possible outcome and seldom please anyone. They're used<br />
when a group and its leader lack the patience and fortitude to press through to something<br />
better. In the end, they sacrifice all the value that might have been realized, with patience<br />
and deeper consideration, by finding clues to a superior model in the tension among ideas<br />
• To make integrative decisions possible, leaders must know when to allow debate and<br />
discovery and when to move on to decision making and execution
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