Both/And 👌
Multiple truths can coexist
When it comes to big decisions, most of us end up with an either/or thinking, i.e. choosing between competing options.
Either/or thinking restricts solutions and mindsets. Overemphasizing one side of a paradox while neglecting the other is limited at best and detrimental at worst. Navigating paradox requires adopting mindsets that enable holding two opposing forces simultaneously. This challenges rational assumptions. Truth is not black and white.
Multiple truths can coexist.
Sharing AtomicIdeas from the book, Both/And Thinking - by Wendy Smith and Marianne Lewis. The book delves into the concept of "both/and" thinking and how it can help individuals and organizations become more creative, flexible, and effective at solving problems.
They argue that too often we fall into either/or thinking, where we try to choose between two opposing options, when in reality there are often multiple pathways forward that can be pursued simultaneously.
The world is full of competing tensions. You can't be both fast and accurate, cheap and high-quality, innovative and reliable. But that doesn't mean you have to choose. Instead, embrace the tension and find ways to integrate the two.
Everyday I remind myself (and practice) both/and thinking - be it in personal or professional space. For instance, we are now reimagining AtomicIdeas - as newsletter + <something bigger> and the two can not just co-exist, but also the paid subscription will work seamlessly (more announcements next week, plus the susbcription price will go up - so grab it now).
Why Both/And Thinking
Life's complexity reflects our own. Vulnerability strengthens courage. Woundedness builds integrity. It's not either/or but this AND that. Messy problems present dilemmas with logical but opposed solutions. Adaptive challenges lack roadmaps, unlike technical problems. Navigating paradox means shifting assumptions to hold contradictions together.
The problem is not the problem; the problem is how we think about the problem.
Four Types of Paradoxes
There are four types of paradoxes, involving competing tensions:
Performing paradoxes (goals);
Learning paradoxes (change);
Belonging paradoxes (identity);
Organizing paradoxes (structure).
For instance, learning paradoxes balance exploiting current success and exploring future innovation. Belonging paradoxes raise opposing roles and values.
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Getting Stuck in Vicious Cycles
Without paradox mindsets, people get stuck in downward vicious cycles of either/or thinking: Rabbit holes (intensifying one pole), Wrecking balls (overcorrecting to the opposite extreme), and Trench warfare (each side attacking the other's stuck thinking).
No one is an island. Get input from people with different perspectives. You might be surprised at what you learn
Navigating Conflict
Truth is not singular - there are multiple realities. "Yes, and" thinking respects others' views without agreeing. Build on alternate perspectives to expand thinking.
Move from trying to control problems to coping amidst uncertainty. Paradoxes persist; they cannot be permanently resolved.
Accept ambiguity.
Higher Purpose and Vision
Link tensions to higher purpose. Set vision passionately unifying opposites. Build guardrails ensuring both poles are represented. Diversify stakeholders across paradoxes. Long-term vision sustains creative friction.
Solving problems takes time and effort. Don't give up easily. Keep working at them until you find a solution
Experimentation and Evolution
Enable low-cost experiments to try possibilities. Use language and rewards to spur innovation. Evaluate before broader rollout.
Continually revisit tensions - they evolve. Name paradoxes to honor discomfort. Conflict skills build comfort amid differences.
When you're faced with a difficult decision, don't get caught up in the details. Step back and see the bigger picture. What are the long-term consequences of your decision?
Personalize Paradoxes
Connect competing demands to individual goals. Train leaders in paradox mindsets. Help employees recognize tensions in their roles. Build skills in conflict and vulnerability. Make tensions tangible at individual levels.
Have Fun
Solving problems shouldn't be a chore. It should be enjoyable. Find ways to make the process fun. For example, you might gamify the problem-solving process or make it into a competition.
Find ways to make the problem-solving process enjoyable. You'll be more likely to stick with it if you're having fun.