An insightful and inspiring book on using "both/and" thinking to make more creative, flexible, and impactful decisions in a world of competing demands. Life is full of paradoxes. How can we each express our individuality while also being a team player? How do we balance work and life? How can we improve diversity while promoting opportunities for all? How can we manage the core business while innovating for the future? For many of us, these competing and interwoven demands are a source of conflict. Since our brains love to make either-or choices, we choose one option over the other. We deal with the uncertainty by asserting certainty. There's a better way. In Both/And Thinking, Wendy Smith and Marianne Lewis help readers cope with multiple, knotted tensions at the same time. Drawing from more than twenty years of pioneering research, they provide tools and lessons for transforming these tensions into opportunities for innovation and personal growth. Filled with practical advice and fascinating stories—including firsthand tales from IBM, LEGO, and Unilever, as well as from startups, nonprofits, and even an inn at one of the four corners of the world—Both/And Thinking will change the way you approach your most vexing problems.
How do you do two seemingly opposite things at once? How can you be candid and diplomatic, provide structure and flexibility, keep things stable and lead change, and focus on organizational interests while simultaneously doing what's best for employees? Many approach these polarities with either/or thinking, but leaders, teams, and organizations that navigate them using a both/and mindset significantly outperform those who don't. The trick is knowing how. In their work with thousands of people across the globe, Brian Emerson and Kelly Lewis have seen the tension and stress polarities can create in relationships, teams, and in organizations. In this book, they share the practical tools to transform that tension into a positive driving force by expanding either/or thinking to include a both/and mindset.
Please note: This is a companion version & not the original book. Sample Book Insights: #1 The two of us have spent years studying how people deal with their toughest problems. We have found that regardless of the situation, these problems are difficult because they present us with dilemmas - choices between alternatives. #2 Tensions, dilemmas, and paradoxes are all types of situations where alternative expectations and demands are in opposition. They can drive creativity and sustainability, or lead to defensiveness and destruction. Their impact depends on how we respond. #3 The paradoxes underlying these tensions are not just oppositional, but also interdependent. They define and reinforce one another. While the details of the presenting dilemma may change, the underlying paradoxes remain. #4 We often apply either/or thinking to all sorts of challenges in our lives, from where we should eat dinner to what we should do with our lives. This type of thinking is useful when the consequences of the decision are minimal and it isn't worth the time or effort to explore the issue further.
A new theory proposes that thinking is a learned action. In this remarkable monograph, Derek Melser argues that the core assumption of both folk psychology and cognitive science—that thinking goes on in the head—is mistaken. Melser argues that thinking is not an intracranial process of any kind, mental or neural, but is rather a learned action of the person. After an introduction in which he makes a prima facie case that thinking is an action, Melser reviews action-based theories of thinking advanced by Ryle, Vygotsky, Hampshire and others. He then presents his own theory of "token concerting," according to which thinking is a special kind of token performance, by the individual, of certain social, concerted activity. He examines the developmental role of concerted activity, the token performance of concerted activity, the functions of speech, the mechanics and uses of covert tokening, empathy, the origins of solo action, the actional nature of perception, and various kinds and aspects of mature thinking. In addition, he analyzes the role of metaphors in the folk notion of mind. While intending his theory as a contribution to the philosophy of mind, Melser aims also at a larger goal: to establish actions as a legitimate philosophical given, self-explanatory and sui generis. To this end, he argues in the final chapter against the possibility of scientific explanation of actions. The Act of Thinking opens up a large new area for philosophical research.
*Major New York Times Bestseller *More than 2.6 million copies sold *One of The New York Times Book Review's ten best books of the year *Selected by The Wall Street Journal as one of the best nonfiction books of the year *Presidential Medal of Freedom Recipient *Daniel Kahneman's work with Amos Tversky is the subject of Michael Lewis's best-selling The Undoing Project: A Friendship That Changed Our Minds In his mega bestseller, Thinking, Fast and Slow, Daniel Kahneman, world-famous psychologist and winner of the Nobel Prize in Economics, takes us on a groundbreaking tour of the mind and explains the two systems that drive the way we think. System 1 is fast, intuitive, and emotional; System 2 is slower, more deliberative, and more logical. The impact of overconfidence on corporate strategies, the difficulties of predicting what will make us happy in the future, the profound effect of cognitive biases on everything from playing the stock market to planning our next vacation—each of these can be understood only by knowing how the two systems shape our judgments and decisions. Engaging the reader in a lively conversation about how we think, Kahneman reveals where we can and cannot trust our intuitions and how we can tap into the benefits of slow thinking. He offers practical and enlightening insights into how choices are made in both our business and our personal lives—and how we can use different techniques to guard against the mental glitches that often get us into trouble. Topping bestseller lists for almost ten years, Thinking, Fast and Slow is a contemporary classic, an essential book that has changed the lives of millions of readers.
In this beautifully written and propulsive memoir, Huma Abedin—Hillary Clinton’s famously private top aide and longtime adviser—emerges from the wings of American political history to take command of her own story. The daughter of Indian and Pakistani intellectuals and advocates who split their time between Saudi Arabia, the UK, and the United States, Abedin grew up in many worlds. Both/And grapples with family, legacy, identity, faith, marriage, and motherhood with wisdom and sophistication. Abedin launched full steam into a college internship in the office of the first lady in 1996, never imagining that her work at the White House would blossom into a career in public service, nor that the career would become an all-consuming way of life. Still in her twenties and thirties, she thrived in rooms with diplomats and sovereigns, entrepreneurs and artists, philanthropists and activists, and witnessed many crucial moments in 21st-century American history—Camp David for urgent efforts at Middle East peace in the waning months of the Clinton administration, Ground Zero in the days after the 9/11 attacks, the inauguration of the first African American president of the United States, the convention floor when America nominated its first female presidential candidate. Abedin’s relationship with Clinton has seen both women through extraordinary personal and professional highs, as well as unimaginable lows. Here, for the first time, is a deeply personal account of Hillary Clinton as mentor, confidante, and role model. Abedin cuts through caricature, rumor, and misinformation to reveal a crystal-clear portrait of Clinton as a brilliant and caring leader a steadfast friend, generous, funny, hardworking, and dedicated. Both/And is a candid and heartbreaking chronicle of Abedin’s marriage to Anthony Weiner, what drew her to him, how much she wanted to believe in him, the devastation wrought by his betrayals—and their shared love for their son. It is also a timeless story of a young woman with aspirations and ideals coming into her own in high-pressure jobs, and a testament to the potential for women in leadership to blaze a path forward while supporting those who follow in their footsteps. Both/And describes Abedin’s journey through the opportunities and obstacles, the trials and triumphs, of a full and complex life. Abedin’s compassion and courage, her resilience and grace, her work ethic and mission are an inspiration to people of all ages. “This journey has led me through exhilarating milestones and devastating setbacks,” said Abedin. “I have walked both with great pride and in overwhelming shame. It is a life I am—more than anything—enormously grateful for and a story I look forward to sharing.”
Dialogue provides practical guidelines for one of the essential elements of true partnership--learning how to talk together in honest and effective ways. Reveals how problems between managers and employees, and between companies or divisions within a larger corporation, stem from an inability to conduct a successful dialogue.
University level text. Some complex problems simply do not have "solutions." The key to being an effective leader is being able to recognize and manage such problems. Polarity Management presents a unique model and set of principles that will challenge you to look at situations in new ways. Also included are exercises to strengthen your skills, and case studies to help you begin applying the model to your own unsolvable problems.
This book is for both evangelicals and ecumenicals interested in a holistic approach to the Christian vision of social transformation. The author compares Richard Mouw's Reformed political theology and Nam-dong Suh's Minjung theology to suggest a vision of transformation that is theologically more cogent and politically more engaged. In general, Minjung theology understands transformation in terms of political liberation and Reformed theology in terms of spiritual redemption, and theologians of the two theologies have criticized the other's approach as theologically inadequate. However, Suh's formulation of Minjung theology and Mouw's Reformed political theology based on the neo-Calvinist worldview show significant affinities with each other in their understanding of transformation in Christ. Both Suh and Mouw show a broad understanding of liberation and redemption. They develop their theologies in an inclusive both/and way of thinking, and their holistic approach is contrasted with the exclusive either/or way of thinking in the Minjung theology of Byung-mu Ahn and the Reformed theology of David VanDrunen. The book concludes that redemption in Christ aims at an all-encompassing transformation that includes not only spiritual renewal but also liberation from social alienation, economic inequality, and political oppression.
On a daily basis, leaders, managers, and professionals alike have to deal with tensions caused by differing and even opposite approaches. We often feel the need to make a fundamental choice between either one or the other for the sake of clarity. Using practical methodology and an extensive toolkit, Paradoxical Leadership reveals how to transform divisive dilemmas into creative solutions and paralyzing polarization into a constructive dialogue. Ivo Brughmans focuses on solutions that include both sides of the coin and reconcile conflicting views. He works out the fundamental principles of a paradoxical perspective and explains how to apply them to yourself as a person and a professional, how to integrate them into your leadership style, how to implement them in your team and organization, and how to conduct an effective dialogue on polarizing issues. Developing this paradoxical perspective, the book sheds a refreshingly new light on a wide range of fundamental organizational and management challenges, such as strategy development, business design, corporate governance, performance management, change, agility, innovation, diversity, culture transformation, leadership, and talent. Demonstrating how to manage contradictions, tensions, and dilemmas in a productive and inclusive way, Paradoxical Leadership provides the skills, frameworks, and tools necessary to integrate both/and thinking into your working and leadership style.
