Business people don't need to understand designers better. They need to be designers.

Business people don't need to understand designers better. They need to be designers.

The ability to face constructively the tension of opposing ideas and instead of choosing one at the expense of the other, generate a creative resolution of the tension in the form of a new idea that contains elements of the opposing ideas but is superior to each.

In order to have a hope of creating better answers, we need to deeply understand the logic of the opposing answers. That means thinking about how we think about both models - not just do we like one versus the other. Rather we have to ask: How do I think each model produces the results that it does? Metacognition, thinking about thinking, builds up our capacity to do that and to play with opposing ideas - and new models - in real time.

You need to be uncomfortable and apprehensive: True strategy is about placing bets and making hard choices. The objective is not to eliminate risk but to increase the odds of success.

The status quo is more tenacious than anyone would ever imagine. The human mind prefers continuity rather than change. So it really has to be committed to eliminating a bad habit to even start down that path.

Typically to get toward a productive outcome in negotiation you have to make the initial move of genuinely exploring someone's model. If you don't, it is unlikely that they will be willing to explore yours. And if you genuinely explore and understand theirs - without judging it - they will be willing to explore yours. Once they reach that point, they are primed to explore the productive combination of both models and won't be as obsessed about trying to make sure their model prevails.