Both/And Thinking

Résumé du livre

Wendy Smith is a professor of management at the University of Delaware. Marianne Lewis is the dean of the Lindner School of Business at the University of Cincinnati. Both are thought leaders in the field of organizational paradox and have studied how brands, corporations, and governments can effectively respond to paradoxical situations.

Adopting an inclusive mindset can unlock market success, as demonstrated by Unilever under CEO Paul Polman’s leadership during a challenging economic period in 2009. Instead of merely surviving financial difficulties, Polman envisioned tackling global issues like climate change while maintaining profitability, leading to the Unilever Sustainable Living Plan. This strategy combined environmental stewardship with business growth through initiatives like waste reduction, sustainable sourcing, and community support, ultimately driving profits and positive impact. By embracing paradoxical thinking, Unilever turned risks into opportunities, innovating through cost-cutting, collaboration, and market expansion. Similarly, navigating life’s dilemmas can draw from two approaches: the mule, symbolizing patience and intelligence in finding common ground, and the tightrope walker, representing balance between competing priorities. Both methods, or a blend of them, rely on the ABCD framework: challenging assumptions, setting boundaries, embracing discomfort, and adapting dynamically to thrive amidst complexity.

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