Integrative thinking is a field which was originated by Graham Douglas in 1986.[1][2][3] He describes Integrative Thinking as the process of integrating intuition, reason and imagination in a human mind with the objective of developing a holistic continuum of strategy, tactics, action, review and evaluation. Integrative Thinking may be learned by applying the SOARA (Satisfying, Optimum, Achievable Results Ahead) Process devised by Graham Douglas to any problem. The SOARA Process employs a set of triggers of internal and external knowledge. This facilitates associations between what may have been regarded as unrelated parts of a problem... Integrative thinking is a discipline and methodology for solving complex or wicked problems. That theory was originally created by Roger Martin... Integrative Thinking is influenced by and connected to a number of intellectual traditions. Most notably, it is influenced by the pragmatism of Charles S. Peirce and his notion of abductive reasoning, the falsificationism (Falsifiability) of Karl Popper and the management theories of Chris Argyris and James March. It is also related to the work of Thomas Kuhn, Imre Lakatos, Bertrand Russell, Ludwig Wittgenstein and others. https://en.wikipedia.org/wiki/Integrative_thinking cf systems thinking?

Roger Martin: The Five Deadliest Strategy Myths. I started out trying to order them from most to least damaging, but in the end, it is hard to make a case that one is definitively deadlier than the next. I would encourage you to take them collectively as the five myths you should reject and should not let control your life or that of your company. (Business Strategy) (more)

What's Your Problem?: To Solve Your Toughest Problems, Change the Problems You Solve by Thomas Wedell-Wedellsborg, ISBN:633697223 - problem solving via re-framing (more)

Itamar Gilad: Embracing Uncertainty: A Modern Take On Strategy, Goals, and Roadmaps. We all strive for certainty: if we do X, Y will happen. Certainty is comforting; it allows us to operate without fear, doubt, or having to think too much. Many of the processes your company employs, especially strategy, roadmap, and project planning, are meant to create certainty (more)

Crystal Orange Web differs from Crystal Orange in that this methodology does not deal with a single project but with a continuous stream of initiatives that require programming and with each initiative's results being merged with the growing code base being used by the public. (more)

In contrast to well-structured problems, ill-structured problems have no initial clear or spelled out goals, set of operations, end states, or constraints. In fact ISPs often times have unstated goals and constraints that must be determined by those solving the problem. ISPs present uncertainty about which concepts, rules, and principles are necessary for the solution and how these should be organized. They require learners to make judgments about the problem and to defend their judgments by expressing personal opinions or beliefs. ISPs possess multiple solutions and solution paths, or may possess no solutions at all. They offer no general rules or principles for describing or predicting the outcome of most cases and require multiple criteria for evaluating solutions. Examples of ISPs include redesigning a work process, designing a new product, or creating a new marketing strategy. https://en.wikiversity.org/wiki/Introduction_to_Ill-Structured_Problems (more)

a multi-layer-iterative Product Management process of Thinking in Bets (more)

The mental practice of acknowledging the uncertainty/risk of every belief or decision or action. (more)

an atomic argument? see Nature of Truth, Disputation Arena, Claim-refactoring Service, pattern, Triple, Quad, or Quint, IBIS/Dialogue Mapping, belief, hypothesis, theory (more)

A case study is an in-depth, detailed examination of a particular case (or cases) within a real-world context.[1][2] For example, case studies in medicine may focus on an individual patient or ailment; case studies in business might cover a particular firm's strategy or a broader market; similarly, case studies in politics can range from a narrow happening over time (e.g., a specific political campaign) to an enormous undertaking (e.g., a world war). Generally, a case study can highlight nearly any individual, group, organization, event, belief system, or action. A case study does not necessarily have to be one observation (N=1), but may include many observations (one or multiple individuals and entities across multiple time periods, all within the same case study).[3][4][5][6] Research projects involving numerous cases are frequently called cross-case research, whereas a study of a single case is called within-case research. https://en.wikipedia.org/wiki/Case_study (more)

newer name for Intermediate Objectives Map (more)

Causal Decision Diagram: see (more)

Uncertainty Project on Causal Decision Diagrams (CDD). (more)

Uncertainty Project: Exploring Causality and Complexity in Strategy. The idea of causality matters greatly, though, since as we apply our agency (as individuals, as organizations, and businesses) to take action, we base our choices on where we believe we can cause good things to happen. (more)

career path, often framed like a planned/straight line

John Cutler: Octopus Careers & Throwaway Stickies with Chris Butler. Chris embraces the mess like few people I’ve met. Defying categorization in his career path, inventing models and techniques for collaboration and sense-making, he’s well versed in engineering, design and product, and figuring out how to challenge the status quo in big companies. (more)

John Cutler: Sociotechnical Maestros with Gene Kim. I recently finished reading Gene's latest book Wiring the Winning Organization which he co-wrote with Steven Spear. The themes of slowification, simplification, and amplification have already started to seep into my day-to-day conversations. The book is filled with case studys, but also creative metaphors like Gene and Steven moving a couch, which is where our chat starts. (more)

The management by wandering around (MBWA), also management by walking around,[1] refers to a style of business management which involves managers wandering around, in an unstructured manner, through their workplace(s) at random, to check with employees, equipment, or on the status of ongoing work.[1] The emphasis is on the word wandering as an unplanned movement within a workplace, rather than a plan where employees expect a visit from managers at more systematic, pre-approved or scheduled times... The origin of the term has been traced to executives at Hewlett-Packard whose management practices involved walking around the facility... The management consultants Tom Peters and Robert H. Waterman used the term in their 1982 book In Search of Excellence.* https://en.wikipedia.org/wiki/Management_by_wandering_around (more)

see Management By Walking Around

Toyota Production System: Lean Manufacturing