Conclusion
On the first page in this book, I started building the case that “and” thinking breaks through barriers to problem solving and innovation. Yes, you can have a muscle car that gets good gas mileage. Yes, you should be both logical and emotional about your health. Yes, you can have an organization that provides customized, local service at the same time it’s a centralized, global company.
The implications of embracing such paradoxes for organizations, leaders, and all of us on a day-to-day basis are profound. For organizational success, doing so is also absolutely necessary.
Why?
Futurist Joel Barker set the stage for the answer to this question when he said, “When paradigms shift, everyone goes back to zero!”1 Players change, the game ...
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