Chapter 5
Articulating Opposing Models
In early 2013, Jennifer was asked to teach in an advanced health-leadership program at the Rotman School. It was a last-minute request, and she was a touch nervous. For the first time, she was adapting our integrative thinking material to a health-care context, and she worried that typical business examples might not resonate with the doctors, nurses, and other health professionals in the class. So she sought advice from our friend Melanie Carr, a psychiatrist who had been an important early collaborator on the theory of integrative thinking. Carr had been ably teaching integrative thinking in similar health-care programs for a few years, and her advice was clear: definitely avoid corporate examples, and ...
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