
In "Both/And Thinking," Smith and Lewis reveal how embracing paradox transforms impossible choices into innovation opportunities. Used by IBM, LEGO, and Unilever executives, this revolutionary framework challenges our either/or instincts. What if your biggest dilemma is actually your greatest competitive advantage?
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In a world that constantly pushes us toward either/or choices, what if our most challenging problems actually require embracing contradictions rather than resolving them? When Satya Nadella transformed Microsoft's struggling culture, he credited paradoxical thinking as his secret weapon. Similarly, when Brene Brown interviewed the authors, she called their framework "life-changing" for navigating complex challenges. This revolutionary approach - Both/And Thinking - has spread from Harvard Business School classrooms to Fortune 500 boardrooms, offering an alternative to the false choices that limit our potential. Paradoxes appear everywhere, from work-life balance to organizational strategy, presenting contradictory yet interdependent elements that exist simultaneously. Like the yin-yang symbol, these opposing forces define and require each other. The modern world, with its accelerating technology, diminishing resources, and expanding globalization, creates what might be called a "perfect paradox storm" where these tensions become increasingly inescapable. LEGO's near-collapse illustrates how success can lead to downfall when organizations become trapped in either/or thinking. Despite controlling 80% of the construction toy market in the 1990s, their rigid adherence to tradition ("Over my dead body will LEGO ever introduce Star Wars") left them vulnerable when digital toys emerged. Either/or thinking provides immediate relief from anxiety but creates long-term problems through three vicious cycles: "rabbit holes" of intensification, "wrecking balls" of overcorrection, and "trench warfare" that leads to polarization and conflict.
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