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.
Roger MartinIn 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.
Roger MartinThe fundamental purpose of design thinking is to produce something that does not now exist. And so it is with integrative thinking - in the face of conflicting models, it seeks to generate a creative resolution of the tension in the form of a model that contains elements of each but is superior to both. So the goals are aligned completely.
Roger MartinThe 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.
Roger MartinI was blown away when I figured out that none of the great integrative moves that I studied came as a result of starting with a blank sheet of paper - as many innovation coaches suggest. Integrative solutions came directly from mining the existing models for the best of their nuggets. So I never start with a blank sheet of paper anymore.
Roger Martin