BOTTOMS UP

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CREATIVE INTEGRATION OF THE PARADOXES • Much of creating something novel and useful arises from combining existing ideas, including ideas that once seemed mutually exclusive. To do this requires moving from either-or thinking to both-and thinking • Finally, in addition to making arbitrary, premature choices, many leaders accept or pursue other methods of early closure, such as compromising or taking a vote. Unfortunately, these methods rarely produce the best possible outcome and seldom please anyone. They're used when a group and its leader lack the patience and fortitude to press through to something better. In the end, they sacrifice all the value that might have been realized, with patience and deeper consideration, by finding clues to a superior model in the tension among ideas • To make integrative decisions possible, leaders must know when to allow debate and discovery and when to move on to decision making and execution
CREATIVE INTEGRATION OF THE PARADOXES What integration requires is: inherently discomforting, both emotionally and intellectually. Leaders often don't know what to do with opposing and seemingly incompatible possibilities. Only human, they crave the certainty of simplifying and choosing quickly, especially when the situation feels urgent.
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Page 5 and 6: innovation cannot be compelled or c
Page 7 and 8: OLD SCHOOL Over the past few decade
Page 9 and 10: “My job,” he said, “is to set
Page 12 and 13: WILLING & ABLE WILLING: bound by co
Page 14 and 15: TALENT IS CRITICAL • Even with th
Page 16 and 17: CONSCIOUS EXPERIMENTATION • Learn
Page 18 and 19: COLLABORATION • The process of in
Page 21: CREATIVE ABRASION …is a process i
Page 25: CREATIVE RESOLUTION …is the organ
Page 28 and 29: INDIVIDUAL VS COLLECTIVE PARADOX
Page 30 and 31: IMPROVISATION VS STRUCTURE PARADOX
Page 32 and 33: SUPPORT VS CONFRONTATION • How ca
Page 34 and 35: LEARNING VS PERFORMANCE PARARDOX
Page 36 and 37: PATIENCE VS URGENCY • They did in
Page 40 and 41: PURPOSE DRIVEN COMMUNITY • Purpos
Page 43: VALUES “Design was not just a ser
Page 46 and 47: TOMORROW’S LEADERS Idealists, yet
Page 49: THE OPPOSABLE MIND Working through

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