“The experiments showed that an effective problem-solving culture was one that balanced standard practice—whatever it happened to be—with forces that pushed in the opposite direction. If managers were used to process conformity, encouraging individualism helped them to employ “ambidextrous thought,” and learn what worked in each situation. If they were used to improvising, encouraging a sense of loyalty and cohesion did the job. The trick was expanding the organization’s range by identifying the dominant culture and then diversifying it by pushing in the opposite direction.”