Index

affinity bias, 33

Altoids, 179–180

analysis, in organizational decision making, 36

antivax movement, 76–78, 80

Apple, 173–174

application of integrative thinking, xi–xiii

Architecture49, 158

architecture of problems, x

Argyris, Chris, 44–46, 207, 209, 216

Ariely, Dan, xiv, 23–24

Association of Tennis Professionals, 144

assumptions

about dissent and dissenters, 33–34

challenging, 86

exploring underlying, 71

in models, template for, 134

reflecting on, 127–128

sketching the models to express, 93–94

Toronto Film Festival and, 113–114

visualization and, 180–183

Austen, Hilary, 205

autism

vaccines and, 76–78

support services, 93–94, 97

backfire effect, 26–27

Bandura, Albert, 54

Basadur, Min, 83

Bassett, Carling, 143

beer tasting experiment, 23–24

behavioral decision making, xiv–xv, 19–20

Berkshire Hathaway, 31

biases, xiv–xv, 11–12

affinity, 33

awareness of, 39–40

bad decisions due to, 17–18

confirmation, 26–27, 79–80

curiosity and, 52

empathy disrupted by, 49

mental models and, 17–34

in organizational decision making, 34–40

overcoming, 39–40

in oversimplification and causality, 28–30

projection, 33

The Big Chill, 108

Black, Fischer, 31

BlackBerry, 89

Black-Scholes options pricing theorem, 30–31

Bogle, Jack, 14, 137–142, 152, 204

Borfiga, Louis, 146, 191

Bouchard, Eugenie, 147, 191

Brett, Bob, 191

Brown, Tim, xvi, 53

Buffett, Warren, 31

Bush, George W., 27

business models, 108–117. See also models

buy-in, xv, 177. See also consensus

Caldwell, Charley, 20

Canada Post, 214

Cannes Film Festival, 109–110, 111, 115–116, 117

Cantril, Hadley, 20

capitalism, enlightened, 199–205

career success, mental models of, 21–22

Carr, Melanie, 75

Catmull, Ed, 189–190

causal modeling, 115–116

causal relationships, x

diagramming, 128–129

in double down pathway, 152–153

exploring in models, 71

oversimplification of mental models and, 28–30

predictive power of, 128–129

in resolving tension, 142

template for, 135

Toronto Film Festival and, 114–117

Centers for Disease Control and Prevention (CDC), 76

centralization versus decentralization, 68–70

closure, desire for, 211–212

CNN, 8

cognitive biases. See biases

cognitive dissonance, xv, 37

Cohl, Dusty, 108

collaboration, 167–168

commitment

premature, to an answer, 86

to solving the problem, 83

communication

physical modeling for, 183–184, 185

storytelling for, 178–180, 185

visualization for, 180–183, 185

complexity, 216–217

mental models in filtering, 18–19

compromises, 10–11

extreme opposite models and, 87–88

conclusions, orientation toward, 45–46

conditions, understanding logic for, 176, 186–189, 191, 194

confidence, 215–216

in mental models, 30

confirmation bias, 26–27, 79–80

defense against, 85–86

conflict

in organizational decision making, 32–34, 36–37

stickiness of mental models and, 26–27

consensus

divergent opinions versus, 39, 213

exploring possible answers before, ix–xiii

genuine, 74

as least-worst option, 37–38

pressure for, 36–37

consideration, x

context

decomposition and, 164

generalization of mental models and, 30–34

integrative thinking and, 166

mental models shaped by, 23–26

understanding the logic for, 176, 186–189, 194

contradictory evidence, 36–37, 78

control versus customization, 145–150

corporate social responsibility, 199–205

Craik, Kenneth, 18

creativity, 12–13, 52–57

definition of, 43

in exploring possibilities, 72

fear of being judged and, 53–54

generating possibilities and, 166–168

ground rules for, 166–167

in integrative thinking, 66

learning/encouraging, 54

opposing viewpoints in, 79–80

from tension between ideas, 124–126

time for, 56

culture, 189–190

curiosity, 52, 213–214

customer experience versus efficiency, 90–92, 97–99

customers versus shareholders tension, 139–140

customization versus control, 145–150

Daily Princetonian, 20

Dartmouth College, 20–21

data, ladder of influence and, 44–46

Davidson, Quinn, 42

decision making

behavioral, xiv–xv

changing your mind in, 37

conclusion orientation in, 45–46

desire for closure and, 211–212

exploring divergent possibilities in, 38–40, 67–69

the least-worst option in, 37–38

linear process for, 34–36

mental models in, 17–34

metacognition in, 12, 43–48

methodology for, 11–13

mindset for, 11–13

organizational, 17–18, 34–40

pro/con lists in, 10

“right” answers in, 32–34, 36–37

salient factors in, x, 30

stance toward, 210–211

time for, 56

usual process for, 17–40

Decoded (Jay Z), 63–64

decomposition pathway, 156–165, 171

The Design of Business (Martin), xvi

design thinking, xv–xvii

defining possibilities and, 176–177

empathy in, 50–52

devil’s advocate, 95–96

Dewey, John, 82

directional knowledge, 205

discipline, and the opposable mind, x

disruptors, 127

dissent

assumptions about, 33–34

exploring, 38–40

“right” answers versus, 32–34, 36–37

suppression of, 30, 79–80

surfacing and exploring, 79–82

Djikic, Maja, 51

double down pathway, 150, 152–156, 170, 203–204

double-loop learning, 208–209

Downey, Michael, 144

drawing, visual alphabet for, 181–182

Drucker, Peter, 38–39, 66, 139–140

Duelfer Report, 27

Dunst, Kirsten, 109

Dweck, Carol, 206–207

Eames, Tony, 144

economics, 78–79

The Effective Executive (Drucker), 38–39

efficiency and livability, 159–162

efficiency versus customer experience, 90–92, 97–99

Einstein, Albert, 214

embarrassment, 53–54

emotion, from opposing models, 85–86

empathy, 12, 48–52

creating room for, 41–43

cultivating controlled, 49–51

definition of, 43

in design thinking, 50–52

in health care, 78

in integrative thinking, 66

with key players, 96–97

metacognition and, 47–48

neurons in creating, 48–49

sympathy versus, 48

energy efficiency, architecture and, 157–162

Engadget, 173–174

Essabhai, Rahim, 218

ethnographic research, 50–52

evidence, seeking confirming versus contrary, 26–27. See also confirmation bias

evil, assumption of, 33–34, 78–82

expectations, perceptions shaped by, 23–26

experience, empathy and, 51

factions, 167–168

falsifiability, 189–190

fear

of being judged, 53–54

of new ideas, 173–175

Fellini, Federico, 108

Festival de Cannes, 109–110, 111, 115–116, 117

Festival of Festivals, 107–119, 142, 152

fiction, reading, 51

Fidelity Investments, xv

financial services, 137–142

fixed mindset, 206–207

Fixing the Game (Martin), 139

Flavell, John, 43

food bank, 130–131

Four Seasons, 84

Frederick, Shane, 23–24

French Federation of Tennis, 144–147

Frew, Laura, 184

Fung, Josie, 176

General Electric, xv–xvii

General Motors, 39

geothermic fields, 160–161

Graham, Jack, 144

Grant, Adam, 80

Gray, Dave, 182

Grosso, Beth, 46–47

groupthink, xv, 79–80, 85–86

growth mindset, 206–207

Haidt, Jonathan, 78–79

Hale, Victoria, ix–xiii, 218

Handling, Piers, 108–109, 110, 111–112, 117, 118–119, 142, 152

Hastorf, Albert, 20

health care

for homeless and mentally ill patients, 128–129

vaccines in, 75–78, 80–81

healthy workplaces, 158–162

herd immunity, 76

heuristics, xiv–xv, 11–12, 57. See also mental models

hidden gem pathway, 143–151, 169

How Design Thinking Transforms Organizations and Inspires Innovation (Brown), xvi

HVAC systems, 160–162

IBM, design thinking at, xv

ideas

building on others’, 167

defending, 177

depersonalizing, 86–87

generating new, xvi–xvii, 14

making concrete, 177–178

new, unproven, 173–174

tension between, ix–xiii

value of bad, 55–56, 57

See also creativity

identity, your role in the world and, 215–218

IDEO, xvi, 51

incentives, 125–126

index funds, 137–142, 204

inferences, ladder of, 44–46

innovation, design thinking and, xv–xvii. See also creativity

integration, 9

decomposition pathway for, 156–165, 171

double down pathway for, 150, 152–156, 170

exploring possibilities and, 71–73

hidden gem pathway for, 143–151, 169

integrative thinking, ix–xiii

applicability of, xi–xii

articulating models in, 65–70, 75–105

assessing prototypes in, 65, 66, 73–74

context and, 166

examining, 70–71

examining models in, 65–66

exploring possibilities in, 65, 66, 67–69, 71–73

as a heuristic, 57

individual and group, xii–xiii

learnability of, xiii

methodology for, 63–74

overcoming biases through, xiv–xv

process for, 11–15, 100–101

process in, 65–66

questioning your thinking with, 124–129, 131–132

stance in, 205–211

teaching, x–xiii

in training programs, 156–157

as a way of being, 199–219

your role in the world and, 215–218

intelligence, fixed versus growth in, 206–207

investors, approach to, 202–205

iPad, 174

iPhone, 173–174

iPod, 173, 174

Iraq, weapons of mass destruction in, 27

Jay Z, 63–64

Jobs, Steve, 174

judges, sentencing by, 25

judgment

deferring, 167

fear of, creativity and, 53–54

“Judgment under Uncertainty: Heuristics and Biases” (Kahneman and Tversky), xiv

Kahneman, Daniel, xiv

Karn, Darren, 156–157

Kazmaier, Dick, 20

Kelleher, Herb, 181

Kennedy, Robert Jr., 76

key players, 96–97, 186

investment industry, 139–140

Toronto Film Festival and, 113–114

King, Rollin, 181

knowledge, directional, 205

Knudstorp, Jørgen Vig, 3–4, 5–9, 11, 187

Kornberg, Nogah, 218

Korzybski, Alfred, 19

Kotchka, Claudia, 179–180

KPMB Architects, 157–162

Kurosawa, Akira, 108

Kuwabara, Bruce, 157–162

ladder of inference, 44–46, 58–59

Lafley, A.G., xi, 82, 84, 175, 215

Lancet, 76

LaRocca, Luigi, 158

Lave, Charles, 19, 32

LEAD 2.0 executive training, 214

The Lean Startup (Ries), 184

learning

creativity, 54

knowing versus doing and, xi–xii

modes of, 207–211

Lee, Leonard, 23–24

LEGO Group, 3–11

The LEGO Movie, 3–4, 7–9, 187

LEGO Star Wars: Revenge of the Brick, 4

LEGO: The Adventures of Clutch Powers, 5

Leonardelli, Geoff, 20–22

Lever, William, 199–205

leverage points, 117–118

Lever Brothers, 199–205

livability and efficiency, 159–162

logic, understanding for possibilities, 176, 186–189, 194

Lord, Phil, 7–8

Manitoba Hydro, 157–162

March, James, 19, 32

Marshall, Bill, 108

Martin, Roger L., ix–xiii, xvi, 8, 139, 144, 175

Martin Prosperity Institute, 41

McCarthy, Jenny, 76

McEnroe, John, 147

McKee, Robert, 179

measles, mumps, rubella (MMR) vaccine, 76

mental models, 17–34

articulating, 65–70, 75–105

assumptions in, 71

awareness of and working around, 39–40

of cause and effect, 28–30

definition of, 19

denial of failure in, 29–30

examining, 65–66, 70–71

as filters, 18–19

flaws in, 19

generalizability of, 30–34

implicitness of, 19, 20–22

making observations fit into, 20–22

manipulation of, 23–26

mapping, 22, 23

in organizational decision making, 34–40

overconfidence in, 30

oversimplification in, 28–30

as reality, 19–20

stickiness of, 26–27

visualization and, 180–181

See also models

metacognition, 12, 43–48, 131–132

definition of, 43

explaining possibilities and, 178

practicing, 44

tools for, 46–47

value of, 216

methodology, 11–13, 63–74

translating anecdotes into, 63–65

Miller, Christopher, 7–8

Miller, George, 109

mind maps, 22, 23

mindset, 11–13, 15

fixed versus growth, 206–207

in tennis development models, 145–147

for testing and experimentation, 190–191

Mindset: The New Psychology of Success (Dweck), 206–207

minimum viable product concept, 184

mirror neurons, 49

models

acting on, 215

articulating, 65–70

assumptions in, 127–128

building enthusiasm for each, 100

business, 108–117

causal, 115–116, 128–129

defining how they work, 94–101

emotion from opposing, 85–86

examining, 65–66, 70–71, 107–135

examining in decision making, 13–14

explaining, 177–178

exploratory questions for, 70–71

falling in love with, 167–168

holding in tension, 120–124

identifying extreme opposing, 84–89

implications of thinking based on, 93–94

improving with opposing views, 212–213

key players in, 96–97

leverage points between, 117–118

materials for making, 184

physical, communicating ideas with, 183–184, 185

sketching, 90–94, 102

stepping back from problem solving with, 129–132

understanding the logic for, 176, 186–189, 194

value of each, 120–124

See also tension between ideas

motor neurons, 49

mutualization, 140

National Tennis Center, Montreal, 146–147

negatives, focus on, 94–95

Nemeth, Charlan, 80

Nestlé, 201

Nestor, Daniel, 143

neurons, 48–49

Newton, Isaac, 214

Nudge (Thaler and Sustein), xiv

Nyhan, Brendan, 26–27

Oatley, Keith, 51

observation, 50

The Opposable Mind (Martin), ix–xiii, 8, 205

opposing possibilities

articulating, 75–105

building enthusiasm for each, 100

confirmation bias and, 79–80

contradictory, 156–165

curiosity and openness to, 213–214

defining how they work, 94–101

explaining and understanding, 67–68

exploring, 38–40, 67–69

exploring and integrating, 71–73

holding in tension, 120–124

identifying two extreme, 84–89

improving models with, 212–213

improving thinking with, 80

leverage points between, 117–118

list of common, 87

premature problem solving and, 86, 129–132

sketching the models for, 90–94

as stupid or evil, 33–34, 78–82

surfacing and exploring, 79–82

for Tennis Canada, 144–148

third, 88

understanding, 76–78, 79–80

value of engaging with, 216

optimization, 9

Originals (Grant), 80

oversimplification, 28–30

Palme d’Or, 109, 117

Paradis, Vanessa, 109

patience, 218

PCL Constructors Inc., 158

People’s Choice Award, 118

perceptions

expectations in shaping, 23–26

fitting into mental models, 20–22

See also mental models

perspective, 98–99, 205–211. See also empathy

physical modeling, 183–184, 185

physics, laws of, 214

Pixar Animation Studios, 189–190

Playing to Win (Lafley and Martin), 175

police force training, 156–157

politics, opposition in, 78–79

Polman, Paul, 15, 201–205, 212, 217

Popova, Maria, 55

Popper, Karl, 189

Port Sunlight, 199–205

positives, focus on, 94–96

possibilities, generating, 137–171

decomposition pathway for, 156–165, 171

double down pathway for, 150, 152–156, 170

hidden gem pathway for, 143–151, 169

pathways for, 142–143

See also opposing possibilities

Predictably Irrational (Ariely), xiv, 23–24

Princeton University, 20–21

problem solving

avoiding premature, 86, 129–132

defining questions for, 55

defining the problem in, 66–67, 81, 82–83

examining models for, 13–14

exploring possible answers in, ix–xiii, 38–40, 67–69

generating new possibilities in, 14

identifying extreme opposing models in, 84–89

integrative thinking for, ix–xiii

reframing the problem in, xii–xiii

sketching the models for, 90–94

understanding the problem for, 13

pro/con lists, 10, 94–96

Procter & Gamble, xi, 74, 84, 215

key players at, 96–97

storytelling at, 179–180

projection bias, 33

pro/pro lists, 94–96, 97–100

for Canada Post, 214

determining value of each model with, 120–124

templates for, 104–105

“Prospect Theory: An Analysis of Decision under Risk” (Kahneman and Tversky), xiv–xv

prototypes, ix–xiii, 14–15, 173–197

assessing, 65, 66, 73–74

creativity enabled with, 56

defining possibilities and, 176–185

testing, 176, 189–191

understanding the logic for, 176, 186–189, 194

proxy experiences, 51

questions

defining clear, 55

in double down pathway, 153

for examining the models, 119

exploratory, examining models with, 70–71

for exploring possibilities, 72–73

in integrative thinking, 131–132

Raonic, Milos, 147, 191

rationality, xiv–xv, 30

reasoning

empathy disrupted by, 49

metacognition about, 44–46

reciprocity, shared, 52

Red Hat, 84

reframing, xii–xiii

assumptions, 126

of closure, 212

creativity and, 54

in defining the problem, 81, 82–83

the problem, 130–131

Reifler, Jason, 26–27

Reservoir Dogs, 108

Riel, Jennifer, 75–76, 80–81, 156–157

Ries, Eric, 184

risk and risk management, 173–174

Rizzolatti, Giacomo, 49

Roam, Dan, 181

Roger & Me, 108

Rosen, Sharron, 184

Rotman School of Management, xiii, 75–78

sales force structure, 85

Scholes, Myron, 31

Schram, Stefanie, 176

The Sciences of the Artificial (Simon), xv

self, understanding of, 215–216

self-awareness, 44

self-control, 44

self-efficacy, 54

sensory neurons, 49

shared reciprocity norm, 52

shareholders versus customers tension, 139–140

Sharp, Isadore, ix, 84

Simon, Herb, xv

simplification, excessive, 28–30

single-loop learning, 207–208

Sloan, Alfred P., 39, 85–86

Smith Carter Architects and Engineers, 158

social exclusion experiment, 24–25

solitary geniuses, 53

Southwest Airlines, 181

stakeholders, 96–97, 113–114, 139–140, 186

stance, 205–211

about your role in the world, 215–218

about your world, 211–215

effects of on action, 206–207

modes of learning and, 207–211

Star Wars, 107

Star Wars Episode VII: The Force Awakens, 107–108

status quo, 174–175

Sterman, John, 19, 28–30

storyboards, 183, 185

storytelling, 178–180, 185

strategy, 175–176

stupidity, assumption of, 33–34, 78–82

Sunstein, Cass, xiv

sustainability

Toronto Film Festival and, 115–119

at Unilever, 201–205

Sutherland, Donald, 110

sympathy, empathy versus, 48

synthesis, x

systems thinking, 115

Tata, Ratan, 28–29

Tata Motors, 28–29

Tata Nano, 28–29

Taylor, David, 74

teams

momentum in problem solving in, 85–86

pro/pro charts with, 100

selecting, 34, 36

templates

for causal relationships, 135

decomposition pathway, 171

for defining possibilities, 193

double down pathway, 170

hidden gem, 169

ladder of inference, 58–59

on model assumptions, 134

on model similarities, differences, and value, 133

on model tensions, 134

pro/pro chart, 104–105

for sketching models, 102

for testing, 195–197

for understanding the logic, 194

for visualization, 103

Tennis Canada, 15, 143–148, 184–185, 187, 188

Performance Standard Fund, 147

testing and experimentation at, 190–191

tension between ideas, ix–xiii

creative resolution of, ix–xiii

decomposition pathway for, 156–165, 171

double down pathway for, 150, 152–156, 170

examining models and, 13–14

generating possibilities through, 137–171

in hidden gem pathway, 148–149

hidden gem pathway for resolving, 143–151, 169

holding, 120–124

identifying extreme models for, 84–87

at LEGO, 7–9

pathways to resolving, 142–143

premature problem solving and, 86, 129–132

questioning your thinking with, 124–126

template for, 134

Toronto Film Festival and, 112–113

See also dissent

testing, 14–15, 176, 189–191

prototypes, 73–74

templates for, 195–197

Thaler, Richard, xiv

Tharp, Twyla, 53

Thinking, Fast and Slow (Kahneman), xiv

Thorndike, Doran, Paine, and Lewis, 138

time, 56

Toronto International Film Festival, 13–14, 107–119, 142, 152

business model for, 108–109

trade-offs, x

customer experience versus efficiency, 90–92, 97–99

identifying two extremes in, 84–89

at LEGO, 5–11

optimizing and integrating, 9

at Unilever, 201–205

transparency, 204

Transsolar KlimaEngineering, 158, 160

Truffaut, François, 108

Tversky, Amos, xiv

Unilever, 15, 199–205

United States Tennis Association, 144–147

University of Toronto, xiii

vaccines, 75–78, 80

value, determining for each model, 120–124, 148–150

Van der Kolk, Henk, 108

The Vanguard Group, 14, 137–142, 152

vision, sharing effectively, 177–178

visual alphabet, 181–182

visualization

communication using, 180–183, 185

of decomposition, 163–165

of double down pathway, 153–155

of hidden gem pathway, 150–151

of models, 122

template for, 103

Wakefield, Andrew, 76

Wall-E, 190

Warner Bros., 6–8

Welch, Jack, 213

Wellington Management Company, 138–139

Winnipeg Hydro, 157–162

Young, Bob, ix–xiii, 84

Zhong, Chen-Bo, 24–25