Uploaded November 2024 | Updated September 2026, 1 week ago
We often say, with regards to adopting Lean Thinking (whether as an individual or as an organization), that "it’s easier to act your way to a new way of thinking than to think your way to a new way of acting". But, even if you buy that basic idea, it’s also true that we DO want to change the way we think. And, if so, how DO we think now and how do we WANT to think? This session will explore one key piece of that - a paradox mindset. A paradox mindset holds that, rather than accept simple either-or choices, we want to appreciate complexities, both the macro big picture and micro level details of nuance. What implications does this hold for us as we do our work as individuals in organizations?
We, individuals and organizations, are pulled in multiple directions, faced with seemingly conflicting objectives, and opposing forces. How can we recognize and account for opposing tensions and conflicting contradictions as we make decisions large and small?
Is paradox mindset valuable for lean thinkers? If so, how? And what can we do to adopt it? In this exploratory session, John and Rachel will share their experience, their thinking, and sources they have found in the research that has led them to their tentative hypothesis that "people/organizations that can navigate the tensions to both/and thinking flourish over time”.
We often say, with regards to adopting Lean Thinking (whether as an individual or as an organization), that "it’s easier to act your way to a new way of thinking than to think your way to a new way of acting". But, even if you buy that basic idea, it’s also true that we DO want to change the way we think. And, if so, how DO we think now and how do we WANT to think? This session will explore one key piece of that - a paradox mindset. A paradox mindset holds that, rather than accept simple either-or choices, we want to appreciate complexities, both the macro big picture and micro level details of nuance. What implications does this hold for us as we do our work as individuals in organizations?
We, individuals and organizations, are pulled in multiple directions, faced with seemingly conflicting objectives, and opposing forces. How can we recognize and account for opposing tensions and conflicting contradictions as we make decisions large and small?
Is paradox mindset valuable for lean thinkers? If so, how? And what can we do to adopt it? In this exploratory session, John and Rachel will share their experience, their thinking, and sources they have found in the research that has led them to their tentative hypothesis that "people/organizations that can navigate the tensions to both/and thinking flourish over time”.
