Openness to conflicting ideas urged

The modern world is an ever-changing mass of contradictions. Reconciling them is fundamental to success, whether in business or in life.

As F. Scott Fitzgerald wrote: "The ability to hold two opposing ideas in mind at the same time and still retain the ability to function is the sign of a first-rate intelligence."

His comment is cited by Roger Martin, author of "The Opposable Mind." Unfortunately, most business people follow a this-or-that, either-or approach that oversimplifies the complexities of the real world. What they require instead, Martin argues, is to learn new "integrative" thought processes that would allow them to embrace contradictions and attain more nuanced decisions and business strategies.

Martin is dean of the University of Toronto's Rotman School of Management and a former director of Monitor Co., a consulting firm. In this book, he draws on discussions with about 50 global leaders -- including Four Seasons hotel mogul Isadore Sharp, Procter & Gamble's Chief Executive A.G. Lafley and billionaire software entrepreneur Bob Young -- to demonstrate that their success is based on an ability to reconcile contradictions and integrate profoundly differing views.

Take Sharp, creator of one of the most respected and luxurious hotel brands. When he started, the industry was dominated by two business models: large hotels whose economies of scale allowed them to provide business travelers with extra services, and small places that offered intimacy but few services.

Hotel business logic said you could not offer 24-hour secretarial help, fancy communications and stylish dining, entertainment and meeting facilities unless you had revenue from at least 1,000 rooms.

But Sharp realized that many business travelers wanted both intimacy and service, and would pay for them. He fused elements of two contradictory business models to create a new strategy.

Such are the powers of integrative thinking. "The first difference between integrative thinkers and conventional thinkers is that integrative thinkers take a broader view of what is salient," Martin writes.

Lafley's leadership of Procter & Gamble offers another example of taking a creative mental leap by using "the opposable mind." When Lafley took the helm of the troubled consumer products group in 2000, it was losing market share to cheaper generic and store brands, profit was falling and it had just issued two consecutive quarterly profit warnings.