The Opposable Mind

Author: Roger L. Martin
Publisher: Harvard Business School Press

Clever title for a very insightful book. Having read and thoroughly enjoyed Martin’s first book, The Responsibility Virus, I expected to be met with the same uncluttered wisdom and practical insights on how to deepen my thinking and behave differently in challenging situations. And I was right (the ‘Integrative Thinker’ described in the new book avails themselves to being wrong, but I like it when this happens). While his previous volume focused on modeling interpersonal effectiveness, The Opposable Mind leads the reader to the next stage of how think for ourselves by expanding our own purview, and not simply trying to replicate or emulate the specific strategies of successful leaders.

Loaded with fascinating examples that help reinforce the concepts, Martin genuinely seems to want the reader to embrace the ideas in practice; something the late Peter Drucker would heartily reinforce. I make note of this because successful managers must practice effectiveness daily, and among the array of business books I have read over the years Martin’s is among the few not reflecting on his own leadership record, but rather focuses his time explaining the distilled themes modeled by over 70 successful leaders, and then pairs these insights with the best of academic thought. The result is a set of practical tools – but only for those readers who are both conscientious and courageous enough to improve their own ability to engage the creative tension triggered by clashing models that ultimately leads to better processes, better decisions, and better results.

A thoroughly invigorating read from a truly inspirational author.

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