Solving wicked problems requires more than a direct assault on obvious symptoms. Roger Martin of the University of Toronto’s Rotman School of Management conducted a lengthy study of exceptional leaders stretching from Procter & Gamble’s then-CEO A. G. Lafley to choreographer Martha Graham and discovered that their ability to find solutions required holding conflicting perspectives and using that friction to synthesize a new idea. “The ability to face constructively the tension37 of opposing ideas,” Martin writes in his book The Opposable Mind, “. . . is the only way to address this kind of
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