The Minimalists speak with Wendy Smith, author of Both/And Thinking, about shortening cycles of inner conflict. Listen to all two hours of episode 364 on The Minimalists Private Podcast. Discussed in this episode: How do we better analyze and accept our shortcomings and failures? (01:57) What is “emotional ambivalence”? (10:38) How do we tactfully manage rocky relationships with family and friends? (15:13) How do we commit to leaving an unfulfilling job? (19:12) What are “competence traps”? (21:35) Detailed show notes: minimalists.com/podcast Join The Minimalists Private Podcast: minimalists.com/support

Making business decisions often means choosing one path over another. And psychology research shows that our brains are wired to make either-or choices. But Wendy Smith, management professor at the University of Delaware, and Marianne Lewis, dean of the University of Cincinnati Lindner College of Business, argue for moving beyond tradeoffs. The researchers teach leaders how to embrace ambiguity and paradox to come up with solutions that are far better than one choice or the other. And they share practical advice as well as stories of people who have discovered opportunities for innovation and personal growth. Smith and Lewis wrote the new book "Both/And Thinking: Embracing Creative Tensions to Solve Your Toughest Problems."

Wendy Smith: Both/And Thinking Wendy Smith is the Dana J. Johnson Professor of Management and faculty director of the Women’s Leadership Initiative at the Lerner College of Business and Economics, University of Delaware. She earned her PhD in organizational behavior at Harvard Business School, where she began her intensive research on strategic paradoxes—how leaders and senior teams effectively respond to contradictory, yet interdependent demands. She has received the Web of Science Highly Cited Research Award for being among the 1 percent most-cited researchers in her field and received the Decade Award from the Academy of Management Review for the most cited paper in the past 10 years. Her work has been published in such journals as Academy of Management Journal, Administrative Science Quarterly, Harvard Business Review, Organization Science, and Management Science. She has taught at the University of Delaware, Harvard, and Wharton while helping senior leaders and middle managers all over the world address issues of interpersonal dynamics, team performance, organizational change, and innovation. She is the author with Marianne Lewis of Both/And Thinking: Embracing Creative Tensions to Solve Your Toughest Problems. In this episode, Wendy and I discuss the dangers of either/or thinking and how that tendency limits our effectiveness. We explore how to shift to both/and thinking in order to resolve the most challenging problems. Plus, we share key tactics that will help us do this in more practical ways. Key Points Framing a decision as an either/or will often minimize short-term anxiety, but limits creative and innovative long-term possibilities. While easy to see both/and opportunities for others, we’re likely to approach things as either/or when it’s ourselves. An outside perspective from someone who’s not emotionally connected is helpful. Changing the question we are asking is the most powerful to navigate paradoxes. Moving up a level when facing tough decisions can help us see the big picture. Consider shifting from “making a choice” to “choosing” in order to lead us towards better outcomes. Resources Mentioned Both/And Thinking: Embracing Creative Tensions to Solve Your Toughest Problems* by Wendy Smith and Marianne Lewis Interview Notes Download my interview notes in PDF format (free membership required). Related Episodes How to Ask Better Questions, with David Marquet (episode 454) How to Win the Long Game When the Short-Term Seems Bleak, with Dorie Clark (episode 550) The Leadership Struggles We See, with Muriel Wilkins (episode 559) How to Quit Bad Stuff Faster, with Annie Duke (episode 607) Discover More Activate your free membership for full access to the entire library of interviews since 2011, searchable by topic.

Wendy Smith, a professor at the University of Delaware and author of "Both/And Thinking," joins to discuss how embracing paradoxes can enhance decision-making and creativity. She highlights the shift from binary choices to a more nuanced perspective, enriching both personal and leadership dilemmas. Wendy shares insights on combating polarization through nuanced thinking, the emotional complexities leaders face, and the importance of understanding identity in decision-making. Plus, she humorously tackles ice cream dilemmas as perfect examples of 'both/and' thinking!

Wendy Smith, co-author of 'Both/And Thinking,' discusses the role of emotions in problem-solving and the importance of embracing discomfort for innovation. Topics include tools for managing tensions, pausing for reflection, dynamic adaptation, case studies on Honda and Unilever, leadership in paradox management, and practical tips for leaders.