XXVIII.++Integrative+Thinking

XXVIII. What, if any, evidences did you find of integrative thinking?

Integrative thinking is the ability of an individual to face tensions between two opposing sides of a topic and instead of choosing between the two options, the individual creatively constructs a new and superior resolution with consideration to both sides. There are four stages in decision making that are important to consider as they are the basis for determining conventional thinking as opposed to integrative thinking. The four stages are: determine salience, analyze causality, envision decision architecture, and achieving resolution. A conventional thinker would determine salience by focusing only on relevant features as opposed to an integrative thinker who would seek less obvious but potentially relevant factors.. Conventional analysis of causality would consider one way linear relationships between variables and not multi-directional and non linear relationships. When envisioning decision architecture, conventional thinkers break problem into pieces and deal with them sequentially. Integrative thinkers see the whole problem, examining how the parts fit together and how decision effect each other. Finally, achieving resolution for the two different types of thinkers is also much different. Conventional thinkers make "either - or" choices and settle for the best option from those available. Integrative thinkers creatively resolve tension and generate innovative outcomes.

When considering the 918th Bomb Group, it is difficult to see any integrative thinking on the surface. The film focuses on the military, a traditionally linear organization where orders from the top flow down and are obeyed. The main leadership in the film, General Savage, does not break the mold. His big problem is that the bomb group is not performing. He focuses on the relevant issues and considers one way linear relationships. For example, Savage closes the bar as he sees it as a factor in the deterioation of the group performance. He finds out that one man favored his roomate in the field and orders everyone to change roomates so there will be no biases. The large problem of low performance is broken into smaller pieces, however, it can definitely be argued that Savage did not necessarily deal with them sequentially as he addressed issues when they came to light not according to a step-by-step plan. He never lost sight of the whole problem and how each of his actions would fit in the overall goal of turning the group around.

Another, smaller but stronger bit of evidence of integrative thinking came with the threat of the men requesting to transfer away from the group. The problem for Savage in this case was the high level of distrust and tension between the men and his actions to try and turn the group around. In this case, Savage attacks the problem from multiple sides. He asks Major Stovall to delay the paperwork on one front and then has a tough conversation with the men's group leader to try and persuade them to stay keeping in mind that his actions to turn the group around still need a little bit of time before they will show results. His persuasion works coupled with the increasing success in the field and the papers to transfer are withdrawn by the men.