The experiences of the various Integrative Leaders that were mentioned in the previous slides are discussed in A Wealth of Experience. The influence of stance and tools on experience is explained in these slides. A Wealth of Experience is a presentation by Welingkar’s Distance Learning Division.
For more such innovative content on management studies, join WeSchool PGDM-DLP Program: http://bit.ly/SlideShareIntMang
Join us on Facebook: http://www.facebook.com/welearnindia
Follow us on Twitter: https://twitter.com/WeLearnIndia
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P & G is one of the major players in the industry of consumer goods,its one of the most valued company globally,i have disclosed many details like history,key people,products,strategies,awards,controversies,statistics,founders,logo evolution etc,hope efforts of mine vl b useful to u
Presentation for HEA-funded workshop 'Effectual thinking in entrepreneurship education'
The workshop disseminated findings and the learning smartphone app for promoting effectual enterprise learning. Participants explored about how to incorporate more effectual approaches into teaching entrepreneurship and enterprise.
This presentation forms part of a blog post which can be accessed via: http://bit.ly/1aIAyaW
For further details of HEA Social Sciences work relating to active and experiential learning please see: http://bit.ly/17NwgKX
17 FROM 17: THE BEST BUSINESS BOOKS OF 2017Kevin Duncan
This year's highlights of the popular blog greatesthitsblog.com.
Author and business advisor Kevin Duncan reads business books extensively and summarises them so you don't have to.
Ideas4all runs an innovative proposal.
Ideas 4all encourages everyone with ideas to participate at the Big Bang Challege Competition .
You could have the posibility to start your own projet with a little help
from Ideas4all.
25.000$ for the best idea
Ideas4all´s team
P & G is one of the major players in the industry of consumer goods,its one of the most valued company globally,i have disclosed many details like history,key people,products,strategies,awards,controversies,statistics,founders,logo evolution etc,hope efforts of mine vl b useful to u
Presentation for HEA-funded workshop 'Effectual thinking in entrepreneurship education'
The workshop disseminated findings and the learning smartphone app for promoting effectual enterprise learning. Participants explored about how to incorporate more effectual approaches into teaching entrepreneurship and enterprise.
This presentation forms part of a blog post which can be accessed via: http://bit.ly/1aIAyaW
For further details of HEA Social Sciences work relating to active and experiential learning please see: http://bit.ly/17NwgKX
17 FROM 17: THE BEST BUSINESS BOOKS OF 2017Kevin Duncan
This year's highlights of the popular blog greatesthitsblog.com.
Author and business advisor Kevin Duncan reads business books extensively and summarises them so you don't have to.
Ideas4all runs an innovative proposal.
Ideas 4all encourages everyone with ideas to participate at the Big Bang Challege Competition .
You could have the posibility to start your own projet with a little help
from Ideas4all.
25.000$ for the best idea
Ideas4all´s team
Mapping the Mind explains the concept of stance, tools and experience as discussed by the co-founder and former CEO of Red Hat, Bob Young. The Dynamics of personal Knowledge System is also discussed. Mapping the Mind is a Welingkar’s Distance Learning Division presentation.
For more such innovative content on management studies, join WeSchool PGDM-DLP Program: http://bit.ly/SlideShareIntMang
Join us on Facebook: http://www.facebook.com/welearnindia
Follow us on Twitter: https://twitter.com/WeLearnIndia
Read our latest blog at: http://welearnindia.wordpress.com
Subscribe to our Slideshare Channel: http://www.slideshare.net/welingkarDLP
Precepting is vital to promoting the competence, familiarity, confidence, and security of new nurses in a new environment. Historically, there have been few standardized or universally accepted guidelines for the curriculum that should be included in the preceptorship model.
We created this groundbreaking new course, The Preceptor Challenge, to provide the opportunity for practical application of theory-based precepting practice in a lifelike virtual hospital setting. The highly interactive course is available to nurses working in all patient care areas, and teaches how to apply best practices, and how to identify the rationale that makes these practices "best."
This is a summary from the book Nanovation. It is the story of how one of today’s most influential global leaders, Ratan Tata, true practitioner of conscious capitalism, inspired a game changing innovation.
NANOVATION is a how to on getting people to think big, act bold, and improve the world in the midst of overwhelming challenges.
It concludes with eight transferable rules for driving innovation in any business and teaching people to achieve the possible in what appears impossible
Chapter 8 Messaging and Media Strategies 8-1 shpopkinkz
Chapter 8
Messaging and Media
Strategies
8-1
1. Describe characteristics of great creative
minds.
2. Contrast the roles of an agency’s
creative department and its business
managers/account executives.
3. Discuss how teams manage tensions
and promote creativity in integrated
marketing communication.
4. Evaluate your own passion for creativity.
8-2
Why Promotion Needs Creativity
• How we recognize and define creativity in marketing rests on our
understanding of the achievements of acknowledged creative geniuses
from the worlds of art, literature, music, science, and politics.
• A look at great creative minds—such as Picasso, Gandhi, Freud, Eliot,
Stravinsky, Graham, and Einstein—reveals shared sensibilities including
a strikingly exuberant self-confidence, (childlike) alertness,
unconventionality, and an obsessive commitment to their work.
• However, self-confidence at some point becomes crass self-promotion,
and an unconstrained childlike ability to see the world as forever new
eventually devolves into childish self-indulgence.
• In spite of creativity’s downside, it is essential. In today’s world, without
creativity there couldn’t be successful brand promotion.
8-3
Why Promotion Needs Creativity, Continued
8-4
Exhibit 8. 1 Seven Creative Geniuses
Agencies, Clients, and the Creative
Process
• The significant effort required to get the right idea, coupled with the
client’s apparent ease in dismissing that idea, underlies the
contentiousness between an agency’s creative staff and its account
executives and clients.
• Creatives provoke. Managers restrain. Ads that win awards for creative
excellence often make clients uncomfortable and it is one of the
manager’s jobs to help keep the client at ease.
• All organizations deal with the competing agendas of one department
versus another, but in advertising agencies, this competition plays out at
an amplified level.
• The difficulty of assessing the effectiveness of brand promotion only
adds to the problem. Advertising researchers are in the unenviable
position of judging the creatives, pitting “science” against art.
• In spite of these tensions, creativity is essential to the vitality of brands.
Creativity makes a brand, and creativity reinvents established brands in
new and desired ways.
8-5
Coordination, Collaboration,
and Creativity
• There are many sources of conflict and tension in the creation of
a promotional mix. Many organizations attempt to address this
challenging issue through systematic utilization of teams.
• Teams, when effectively managed, will produce outputs that are
greater than the sum of their individual parts. Individuals,
however, can still perform to their best abilities and cognitive
style while benefiting from others’ input and guidance.
• Teams need to be managed to promote creative abrasion but
limit interpersonal abrasion. They need guidance from a
maestro (like a Lee Clow) ...
Welingkar's Online PGDM Program in Supply Chain Mgmt is designed to understand the levels involved in bringing a manufactured product to the right channel.
Mapping the Mind explains the concept of stance, tools and experience as discussed by the co-founder and former CEO of Red Hat, Bob Young. The Dynamics of personal Knowledge System is also discussed. Mapping the Mind is a Welingkar’s Distance Learning Division presentation.
For more such innovative content on management studies, join WeSchool PGDM-DLP Program: http://bit.ly/SlideShareIntMang
Join us on Facebook: http://www.facebook.com/welearnindia
Follow us on Twitter: https://twitter.com/WeLearnIndia
Read our latest blog at: http://welearnindia.wordpress.com
Subscribe to our Slideshare Channel: http://www.slideshare.net/welingkarDLP
Precepting is vital to promoting the competence, familiarity, confidence, and security of new nurses in a new environment. Historically, there have been few standardized or universally accepted guidelines for the curriculum that should be included in the preceptorship model.
We created this groundbreaking new course, The Preceptor Challenge, to provide the opportunity for practical application of theory-based precepting practice in a lifelike virtual hospital setting. The highly interactive course is available to nurses working in all patient care areas, and teaches how to apply best practices, and how to identify the rationale that makes these practices "best."
This is a summary from the book Nanovation. It is the story of how one of today’s most influential global leaders, Ratan Tata, true practitioner of conscious capitalism, inspired a game changing innovation.
NANOVATION is a how to on getting people to think big, act bold, and improve the world in the midst of overwhelming challenges.
It concludes with eight transferable rules for driving innovation in any business and teaching people to achieve the possible in what appears impossible
Chapter 8 Messaging and Media Strategies 8-1 shpopkinkz
Chapter 8
Messaging and Media
Strategies
8-1
1. Describe characteristics of great creative
minds.
2. Contrast the roles of an agency’s
creative department and its business
managers/account executives.
3. Discuss how teams manage tensions
and promote creativity in integrated
marketing communication.
4. Evaluate your own passion for creativity.
8-2
Why Promotion Needs Creativity
• How we recognize and define creativity in marketing rests on our
understanding of the achievements of acknowledged creative geniuses
from the worlds of art, literature, music, science, and politics.
• A look at great creative minds—such as Picasso, Gandhi, Freud, Eliot,
Stravinsky, Graham, and Einstein—reveals shared sensibilities including
a strikingly exuberant self-confidence, (childlike) alertness,
unconventionality, and an obsessive commitment to their work.
• However, self-confidence at some point becomes crass self-promotion,
and an unconstrained childlike ability to see the world as forever new
eventually devolves into childish self-indulgence.
• In spite of creativity’s downside, it is essential. In today’s world, without
creativity there couldn’t be successful brand promotion.
8-3
Why Promotion Needs Creativity, Continued
8-4
Exhibit 8. 1 Seven Creative Geniuses
Agencies, Clients, and the Creative
Process
• The significant effort required to get the right idea, coupled with the
client’s apparent ease in dismissing that idea, underlies the
contentiousness between an agency’s creative staff and its account
executives and clients.
• Creatives provoke. Managers restrain. Ads that win awards for creative
excellence often make clients uncomfortable and it is one of the
manager’s jobs to help keep the client at ease.
• All organizations deal with the competing agendas of one department
versus another, but in advertising agencies, this competition plays out at
an amplified level.
• The difficulty of assessing the effectiveness of brand promotion only
adds to the problem. Advertising researchers are in the unenviable
position of judging the creatives, pitting “science” against art.
• In spite of these tensions, creativity is essential to the vitality of brands.
Creativity makes a brand, and creativity reinvents established brands in
new and desired ways.
8-5
Coordination, Collaboration,
and Creativity
• There are many sources of conflict and tension in the creation of
a promotional mix. Many organizations attempt to address this
challenging issue through systematic utilization of teams.
• Teams, when effectively managed, will produce outputs that are
greater than the sum of their individual parts. Individuals,
however, can still perform to their best abilities and cognitive
style while benefiting from others’ input and guidance.
• Teams need to be managed to promote creative abrasion but
limit interpersonal abrasion. They need guidance from a
maestro (like a Lee Clow) ...
Welingkar's Online PGDM Program in Supply Chain Mgmt is designed to understand the levels involved in bringing a manufactured product to the right channel.
WeSchool's Online PGDM Program in E-Commerce Mgmt is designed to combine technology, business, marketing, logistics, etc to prepare you for jobs in ecommerce.
We School's Online PGDM Program in International Business Mgmt covers some of the advanced subjects like International Economics & International Business Environment.
We School's Online MBA Program in IT Projects Mgmt prepares IT, project managers, to provide leadership in planning, executing & directing complex IT projects.
WeSchool's Online PGDM Program in E-Business Mgmt will help students interested in getting into the e-business with expertise in e-commerce & online shopping.
WeSchool's Online PGDM Program in Business Administration extensively covers several topics on marketing, investment, functional administration, sales, etc.
Online PGDM Program in Finance Mgmt Descriptionibes the role of Finance Manager, beneficial for professionals interested in a career in finance-related sectors.
WeSchool offers AICTE approved Diploma in Marketing Management. It is a specialized Management program with focus on marketing as a core business function
WeSchool Offers Online MBA Program in Operations Mgmt. Production planning, project management & world-class manufacturing are among the critical concepts.
Gain a better understanding of the various industry functions, business trends and industry regulations in the travel and tourism industry to emerge as a powerful team leader.
Visit our Websites: https://www.welingkaronline.org/
In today's increasingly competitive business environment, organizations are engaged in a rat race to retain customers, build up clientele and simultaneously ensure steady growth. Unfortunately, they often get caught in a web of issues which may not be easily controlled and affect performance. Here comes the play of Financial Accounting. Professional accountants have a vital role in commercial success by using their valuable knowledge to provide their organizations/clients a competitive advantage and an accurate picture of their financial position and performance.
British Aerospace Asset Management Case study will tech you how important is asset management for your business. lern from the experts about the Asset management.
Mc donalds Recruitment Case Study will explain you each and every thing about the Recruitment. hiring a right person at your workplace will be one of the best part of your business management. learn how to hire or recruit perfect person in your company with this case study of Mc donalds Recruitment.
More from We Learn - A Continuous Learning Forum from Welingkar's Distance Learning Program. (20)
Welcome to TechSoup New Member Orientation and Q&A (May 2024).pdfTechSoup
In this webinar you will learn how your organization can access TechSoup's wide variety of product discount and donation programs. From hardware to software, we'll give you a tour of the tools available to help your nonprofit with productivity, collaboration, financial management, donor tracking, security, and more.
The French Revolution, which began in 1789, was a period of radical social and political upheaval in France. It marked the decline of absolute monarchies, the rise of secular and democratic republics, and the eventual rise of Napoleon Bonaparte. This revolutionary period is crucial in understanding the transition from feudalism to modernity in Europe.
For more information, visit-www.vavaclasses.com
Introduction to AI for Nonprofits with Tapp NetworkTechSoup
Dive into the world of AI! Experts Jon Hill and Tareq Monaur will guide you through AI's role in enhancing nonprofit websites and basic marketing strategies, making it easy to understand and apply.
Francesca Gottschalk - How can education support child empowerment.pptxEduSkills OECD
Francesca Gottschalk from the OECD’s Centre for Educational Research and Innovation presents at the Ask an Expert Webinar: How can education support child empowerment?
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In Odoo, the multi-company feature allows you to manage multiple companies within a single Odoo database instance. Each company can have its own configurations while still sharing common resources such as products, customers, and suppliers.
Read| The latest issue of The Challenger is here! We are thrilled to announce that our school paper has qualified for the NATIONAL SCHOOLS PRESS CONFERENCE (NSPC) 2024. Thank you for your unwavering support and trust. Dive into the stories that made us stand out!
A Strategic Approach: GenAI in EducationPeter Windle
Artificial Intelligence (AI) technologies such as Generative AI, Image Generators and Large Language Models have had a dramatic impact on teaching, learning and assessment over the past 18 months. The most immediate threat AI posed was to Academic Integrity with Higher Education Institutes (HEIs) focusing their efforts on combating the use of GenAI in assessment. Guidelines were developed for staff and students, policies put in place too. Innovative educators have forged paths in the use of Generative AI for teaching, learning and assessments leading to pockets of transformation springing up across HEIs, often with little or no top-down guidance, support or direction.
This Gasta posits a strategic approach to integrating AI into HEIs to prepare staff, students and the curriculum for an evolving world and workplace. We will highlight the advantages of working with these technologies beyond the realm of teaching, learning and assessment by considering prompt engineering skills, industry impact, curriculum changes, and the need for staff upskilling. In contrast, not engaging strategically with Generative AI poses risks, including falling behind peers, missed opportunities and failing to ensure our graduates remain employable. The rapid evolution of AI technologies necessitates a proactive and strategic approach if we are to remain relevant.
Embracing GenAI - A Strategic ImperativePeter Windle
Artificial Intelligence (AI) technologies such as Generative AI, Image Generators and Large Language Models have had a dramatic impact on teaching, learning and assessment over the past 18 months. The most immediate threat AI posed was to Academic Integrity with Higher Education Institutes (HEIs) focusing their efforts on combating the use of GenAI in assessment. Guidelines were developed for staff and students, policies put in place too. Innovative educators have forged paths in the use of Generative AI for teaching, learning and assessments leading to pockets of transformation springing up across HEIs, often with little or no top-down guidance, support or direction.
This Gasta posits a strategic approach to integrating AI into HEIs to prepare staff, students and the curriculum for an evolving world and workplace. We will highlight the advantages of working with these technologies beyond the realm of teaching, learning and assessment by considering prompt engineering skills, industry impact, curriculum changes, and the need for staff upskilling. In contrast, not engaging strategically with Generative AI poses risks, including falling behind peers, missed opportunities and failing to ensure our graduates remain employable. The rapid evolution of AI technologies necessitates a proactive and strategic approach if we are to remain relevant.
1. Welingkar’s Distance Learning Division
The Integrative Media
CHAPTER-8
A Wealth of Experience
We Learn – A Continuous Learning Forum
2. Introduction
• In this final chapter we shall discuss the
experience of the various Integrative Leaders
we have mentioned earlier.
3. Introduction
• In the first narrative we discuss the experiences
gathered by A.G. Lafley at P&G.
• The author was impressed with the power of
well-considered and well-leveraged experiences
of A.G. Lafley.
• Lafley found himself running the Navy Exchange.
• Due to circumstances a young man with no
business experience found himself entrusted with
managing a retail operation that served the
base‘s population of several thousand.
4. Introduction
• Lafley found himself running the Navy
Exchange.
• Due to circumstances a young man with no
business experience found himself entrusted
with managing a retail operation that served
the base‘s population of several thousand.
5. Introduction
• Though he lacked tools or experiences, the
young Lafley, with his optimistic stance,
sought to build the exchange‘s business.
• He studied his customers intensively, seeking
to understand who they were and why they
were buying.
6. Introduction
• Many experiences at the base refined the
edge of Lafley‘s originality.
• To make the most of the opportunities before
him, Lafley needed to be spontaneous,
flexible, and open, willing to experiment and
respond quickly to transient opportunities.
7. Introduction
• The ever shifting customer mix and fastmoving retail environment gave him plenty of
practice and strengthened his ability to
engage in original thought and action.
• Spontaneity experimentation, flexibility, and
openness aren‘t terribly rare qualities in and
of themselves.
8. Introduction
• Lafley focused on
innovation while planning,
organizing, and crunching
his data to deepen his
mastery, he also worked to
build his capacity for
producing novel outcomes.
• This originality often
expressed itself in Lafley‘s
merchandising decisions.
9. Introduction
• His experiences running the exchange
reinforced a key part of his stance—his view of
himself as a problem—solving business
manager—and convinced him that he needed
to upgrade his tools if he was going to
continue to progress.
• The upgrade process started at Harvard
Business School and continued ―when he
joined P&G after graduating in 1977.
10. Introduction
• Lafley‘s mastery helped him make the right call on
liquid Tide.
• His originality came into play when he faced another
big decision about packaged laundry soap.
• In 1993, P&G‘s R&D talks had devised a way to
compact the big fluffy granules of powdered detergent
into a form that was less than half the volume.
• Boxes of the detergent would take up half tile space on
store shelves and in shopping carts, as well as in the
laundry room.
11. Introduction
• For an integrative thinker like Lafley it was not
easy to accept.
• Everything in P&G‘s carefully planned and
structured experience argued against
launching a compact detergent brand.
• With his carefully nurtured capacity for
originality, though, Lafley focused on what
was potentially unique about the situation
that might call for a novel response from P&G.
12. Introduction
• Originality alone would not have supplied a basis
for the decision, either.
• Lafley had to marshal all his accumulated mastery
to understand what the voluntaries meant, how
the retailers would react, and what the impact
would be on P&G‘s manufacturing and
distribution.
• Without that mastery, Lafley‘s originality would
not have withstood the rigors of the real world.
13. Introduction
• Lafley realized that innovative tactics were called
for if concentrated Joy was going to mount a
serious challenge to the entrenched market
leaders in Japan.
• P&G positioned the detergent as a superior
grease—remover with advertising copy featuring
a well-known Japanese comedian conducting a
―doorstep challenge with his bottle of Joy.
• More surprising was the new product‘s price.
14. How Stance and Tools Influence
Experiences
Stance guides the
acquisition of tools,
and tools guide the
sort of experiences
we have.
Conventional
thinkers have the
notion that existing
models are
identical to reality.
These people
prefer linear
solutions and fear
opposing models.
15. How Stance and Tools Influence
Experiences
• These type of thinkers aren‘t likely to believe
that better models exist.
• Having a low tolerance for multiple models,
they‘ll be impatient to choose an available
model, whatever its shortcomings.
16. How Stance and Tools Influence
Experiences
• The Conventional thinkers will not use generative
reasoning as they will use only inductive and
deductive reasoning, will build highly simplified
models, and will advocate their own point of view
rather than dispassionately consider multiple
points of view.
• The experiences they gather will tend to reinforce
their initial stance and suggest to them that they
have all the tools that they need.
17. How Stance and Tools Influence
Experiences
• Integrative thinkers like Lafley, Young and Yale
believe existing models are just the best
anyone has come up with to date and relish
opposing models.
• Not only do they think a better model is
waiting to be found, they think they will find
it, by wading into complexity and staying
patient.
18. How Stance and Tools Influence
Experiences
• They will use generative reasoning, causal
modelling, and assertive inquiry.
• The experience they gain building new models
will reinforce their initial stance, and the skill
and sensitivity with which they deploy
integrative thinking tools will increase.
19. How Experiences Influence Stance and
Tools
• Lafley‘s experiences taught him both that he liked
business and that he needed more sophisticated
tools to guide him.
• His performance as exchange manager was
outstanding, but his experiences made him
painfully aware that he had little in the way of
formal tools.
• That motivated him to head to Harvard Business
School, where valuable additions to his tool kit
worked a subtle but significant change in his
identity.
20. How Experiences Influence Stance and
Tools
• The feedback loop from experiences to tools
happened again during his time as president of
P&G‘s Asia-Pacific region.
• Based in Japan, he observed how the best
Japanese firms typically had an obsessive concern
for the design of the consumer experience—from
the product itself to its packaging to the
experiences of shopping for it in a store.
• The experience led him to believe that design
could be a competitive advantage for P&G.
21. Experiences Can Deepen Mastery
• In the essentially infinite mess of data,
experienced people can pull out the few
salient data points that make a difference and
mentally map their causal relationships.
• Problem solving can be done in the right
manner if the relevant experience is present.
22. Experiences Can Deepen Mastery
• Mastery requires repeated experiences in a particular
domain.
• Because masters in their domain have seen particular
phenomena before and know what they mean, they
don‘t have to interpret every sensation or input from
scratch as a novice would.
23. Experiences Can Deepen Mastery
• Because masters in their domain have seen
particular phenomena before and know what
they mean, they don‘t have to interpret every
sensation or input from scratch as a novice
would.
• A masterful doctor may be able to diagnose
appendicitis after a brief examination of a
patient, while a newly minted intern may have to
work through dozens of potential options before
recognizing is causing the patient‘s abdominal
pain.
24. Experiences Can Deepen Mastery
• The intern might recognize the vague
categorical level of ―abdominal pain, but the
master physician —with her
• Sensitivity to small differences that only
experience can teach recognizes the precise
category of ―appendicitis—induced pain
• From their vast databank of experiences,
masters develop pattern—recognition skills
that open up short cuts to solutions.
25. Experiences Can Deepen Mastery
• It is important to understand that the quality
of mastery isn‘t gained by accident.
• It comes only through planned and structured
repetition of a consistent type of experience.
• It is important to realize that the experiences
need to be of the right kind.
• A thinker who lacks a plan and a structure is
likely to develop bad habits and make
inconsistent decisions.
26. Experiences Can Nurture Originality
• Originality demands a willingness to experiment,
spontaneity in response to a novel situation, and
openness to trying something different than
perhaps first planned or intended.
• Rooted as it is in experiment, originality openly
courts failure.
• Some contexts don‘t reward the repetition,
structuring, and planning that are the hallmarks
of mastery.
27. Experiences Can Nurture Originality
• Those nonstandard contexts require the
creation of a new approach or solution—that
is, originality.
• It‘s important to become comfortable with the
process of trial and error and iterative
prototyping, or you‘ll be tempted to focus on
the less risky mode of mastery, to the
exclusion of originality.
28. The Most Powerful Experiences:
Mastery Combined with Originality
• Mastery and originality need each other to
grow.
• With a wealth of experiences behind him,
Lafley can respond quickly when either
mastery or originality are called for.
• In fact, his ability to toggle rapidly between
modes sometimes gives others the impression
that he has multiple personalities.
29. The Most Powerful Experiences:
Mastery Combined with Originality
There‘s the precise,
controlled, expert datacruncher, working his
way methodically
through consumer
surveys to reach a
decision that seems
completely data-driven.
In the next moment, he
can make another
decision on what appears
to be pure intuition.
30. The Most Powerful Experiences:
Mastery Combined with Originality
• In fact, as much art as science likely went into
the data-driven decision, and as much
rigorous analysis as intuition went into the
decision that appeared to come straight from
the gut.
• At this stage in his career, most of Lafley‘s
decisions draw on the complementary power
of mastery and originality.
31. The Most Powerful Experiences:
Mastery Combined with Originality
• Without originality mastery becomes
redundant.
• The master who never tries to think in novel
ways keeps seeing the same points of salience
the same causal relationships, and the same
problem architecture.
• Such mastery will produce the same kind of
resolution every time, even if the context
demands something different.
32. The Most Powerful Experiences:
Mastery Combined with Originality
• Others express their originality but do not
develop their mastery.
• They are sought out as "idea people" but
aren‘t trusted to run organizations of size and
endurance because they can‘t or won‘t
cultivate the multiple masteries that
leadership of such entities demands.
33. The Most Powerful Experiences:
Mastery Combined with Originality
• By the same token, originality without mastery is
flaky if not entirely random.
• Mastery is required to distinguish between
salient and unrelated features, to understand
what causal relationships are in play, and how to
analyze a complex problem.
• Without such master the creative resolution is
likely to be a random guess.
• It might succeed once, but there‘s little chance of
repeated and consistent success.
34. The Most Powerful Experiences:
Mastery Combined with Originality
At its core, integrative
thinking requires the
integration of mastery and
originality.
Without mastery there won‘t
be a useful salience,
causality, or architecture.
Without originality, there
will be no creative
resolution.
35. The Most Powerful Experiences:
Mastery Combined with Originality
• Without creative resolution, there will be no
enhancement of mastery, and when mastery
stagnates, so does originality.
• Mastery is an enabling condition for
originality, which in turn, is a generative
condition for astery. The modes are
interdependent.
36. Personal Knowledge as a System
• It is essential to realize that each time you use
generative reasoning, casual modelling, and
assertive inquiry to construct a creative
reasoning, you deepen your understanding of
the tools used to produce the constructive
outcome and reinforce the belief that you are
capable of forging creative resolutions.
37. Personal Knowledge as a System
• You also improve the odds that your next attempt
to fashion a creative resolution will succeed,
because you bring a greater level of skill to the
task at hand.
• Success, in turn, will reinforce your optimistic
stance and your confidence in your skills.
• Integrative thinkers continually gain experiences
that deepen their mastery and make them more
confident they can handle complexity as they
approach creative resolution.
38. Advancing Experiential Knowledge
• None of us can go back to our childhood to
practice creating new models in the face of
existing ones.
• But we can benefit greatly from real life
experiences going forward.
• To do so, we need to think about our own
thinking as described in chapter 6.
• Only if we record our predictions in some fashion
will we be able to audit the actual outcome
against our expectations and learn from our
experiences.
39. The Persona Knowledge System of the
Integrative Thinker
• We have mapped the typical features of the
integrative thinker‘s personal knowledge
system—their stance, tools, and experiences.
• With this combination of stance, tools, and
experiences, integrative thinkers grow
continually more proficient at generating
creative resolutions.
• This personal knowledge system can help you
become more proficient, too.
40. The Persona Knowledge System of the
Integrative Thinker
But you will need patience and
reflection as you learn.
With respect to patience, to be a
truly inspired integrative thinker
you need a wealth of experiences
to hone your sensitivities and
skills.
41. The Persona Knowledge System of the
Integrative Thinker
• For most, those sensitivities and skills will take
years if not decades to build.
• By adopting the six attributes of the stance,
you can give time a hand, as it were by
creating a structure that will help you develop
the tools you will need and direct you towards
experiences that build sensitivities and skills.