both cryoslimming reviews

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An insightful and inspiring book on using "both/and" thinking to make more creative, flexible, and impactful decisions in a world of competing demands.

Life is full of paradoxes. How can we each express our individuality while also being a team player? How do we balance work and life? How can we improve diversity while promoting opportunities for all? How can we manage the core business while innovating for the future?

For many of us, these competing and interwoven demands are a source of conflict. Since our brains love to make either-or choices, we choose one option over the other. We deal with the uncertainty by asserting certainty.

There's a better way.

In Both/And Thinking, Wendy Smith and Marianne Lewis help readers cope with multiple, knotted tensions at the same time. Drawing from more than twenty years of pioneering research, they provide tools and lessons for transforming these tensions into opportunities for innovation and personal growth.

Filled with practical advice and fascinating stories—including firsthand tales from IBM, LEGO, and Unilever, as well as from startups, nonprofits, and even an inn at one of the four corners of the world—Both/And Thinking will change the way you approach your most vexing problems.

From the Publisher

Both/And Thinking: Embracing Creative Tensions to Solve Your Toughest Problems

Publisher ‏ : ‎ Harvard Business Review Press (August 9, 2022)
Language ‏ : ‎ English
Hardcover ‏ : ‎ 336 pages
ISBN-10 ‏ : ‎ 1647821045
ISBN-13 ‏ : ‎ 978-1647821043
Item Weight ‏ : ‎ 1.26 pounds
Dimensions ‏ : ‎ 6.5 x 1.25 x 9.5 inches
Reviewer: Kristy
Rating: 5.0 out of 5 stars
Title: A great new perspective
Review: While this book is written by business school professors, the language and narratives are accessible to the non-business minded. I found myself sucked in by the story of Fogo Island and how they were going to solve their dilemma by identifying the underlying paradox (plus now I need to go there to see it for myself). I can see how with some practice, I can use this kind of both/and thinking to get to the root of my challenging decisions and solve them in a new way. I appreciate the perspective.

Reviewer: uids
Rating: 5.0 out of 5 stars
Title: Loved this book
Review: This book is chuck full of useful actionable ideas that I can apply to both work and my personal life. Very readable and thought-provoking.

Reviewer: Matt Wheelwright
Rating: 5.0 out of 5 stars
Title: Eye Opening Read
Review: Lewis and Smith do a masterful job opening our eyes to new ways of understanding our business, our lives, and the world. An enjoyable read and enlightening on so many levels. Sharing with my network openly and frequently.

Reviewer: John Almandoz
Rating: 5.0 out of 5 stars
Title: Both/And Thinking
Review: This is a terrific book with practical insights on understanding and managing life's paradoxes, reflecting deep and actionable insights from two impressive careers. It offers essential lessons to address tensions in our polarized societies.

Reviewer: Jen Goldman
Rating: 5.0 out of 5 stars
Title: Every leader and manager should read this book!
Review: Drs. Wendy Smith and Marianne Lewis have spent many years honing, refining, teaching AND living the amazingly helpful ideas in this book. Every leader and organizational manager should read this book-- and share it with their teams. Wendy Smith has brought these ideas about paradoxical thinking to our clients with immense skill and with outstanding results, helping CEOs and their teams manage the paradoxes inherent in leading for today while also strategically leading innovation for tomorrow. I can't recommend this book, this work, or these authors highly enough!

Reviewer: ServantofGod
Rating: 3.0 out of 5 stars
Title: Too much on why and too complicated on how
Review: For people familiar with the oriental concept of Yin and Yang, the powerfulness of thinking “And” over “Or” and “Paradox” over “Dilemma”, you can simply skip this book. For the rest, you may give this overstretched and clumsily written book a try. Nevertheless, it reminds me of the saying by Charles Bukowski, “An intellectual says a simple thing in a hard way. An artist says a hard thing in a simple way.”p.s. Below please find some favorite passages of mine fyi.It is both possible and necessary to see the paradoxes, the ambiguities, the gray areas, the absurdities sometimes, of life, but not be paralyzed by them. – President Obama pg12Ying-yang: an image of paradox. Contradiction. Interdependence. Persistence. (B/W portions reflect opposing duality. Define and mutually reinforce one another. Consistently flow from smaller to larger, while the opposing dots within each portion convey how one force seeds its opposite, suggesting ongoing movement.) pg23The paradox system. Creating BOUNDARIES to contain tensions. Finding COMFORT in discomfort. Enabling DYNAMICS that unleash tensions. Shifting to both/and ASSUMPTIONS. Pg39If you cannot make a change, change the way you have been thinking. You might find a new solution. – Maya AngelouToday’s successful business leaders will be those who are most flexible of mind. An ability to embrace new ideas, routinely challenge old ones, and live with paradox will be the effective leader’s premier trait. Further, the challenge is for a lifetime. – Tom PetersWe practice single loop learning regularly and nearly automatically. We make a decision, try it out, get feedback and use the new knowledge to improve our future decisions. Double loop learning challenges our embedded assumptions, mental models, and decision rules that led us to our decision in the first place. – Chris ArgyrisRather than think as politician, preacher, or prosecutor – defending our stance, ideology, or case, respectively – Adam Grant in his book Think Again, calls for us to think as scientists, questioning our questions as well as our evidence, and seeking competing data and views. A dynamic approach to navigating competing demands means being willing to learn how to unlearn; it allows us more flexibility to oscillate on the tightrope. It might even mean being willing to ask ourselves if we are on the right tightrope. Pg193Both/and thinking begins with shifting our underlying assumptions in 3 areas: Knowledge (multi truth can coexist). Resources. (from scarcity to abundance). Problem solving. (from control to coping) pg123

Reviewer: A reader
Rating: 2.0 out of 5 stars
Title: academic style
Review: pros- academic- intellectually stimulatingareas of improvement. To make the book better- make it more actionable (If not, highlight in the book description that it is an academic book)- include more examples from organizations- make the tone of the book easier to understand (less academic)

Reviewer: MWB
Rating: 5.0 out of 5 stars
Title: Excellent insights and ideas!
Review: This book is outstanding! It's beautifully written and so applicable to so many fields and spheres of life--I enjoyed every page!

Reviewer: Christine brown-quinn
Rating: 5.0 out of 5 stars
Title:
Review: Looking deeper past the immediate dilemma allows us to see the underlying paradox - that's what we should be assessing and figuring out how holding two opposities can imrpove the quality of the potential outcomes we're seeking.Christine Brown-QuinnAuthor, Amazon #1 Best Seller Unlock Your Career Success

Reviewer: Olivier F.
Rating: 5.0 out of 5 stars
Title:
Review: Intéressant pour apprendre à gérer les dilemmes que l’on rencontre très souvent dans les décisions d’entreprise. Clair, simple, illustration avec des cas, …

Reviewer: Peter C
Rating: 5.0 out of 5 stars
Title:
Review: Recently, I have been noticing and using more paradoxical thinking when I coach at the executive level.I commonly hear of two paradoxes:1.     Short vs long term. Do we become more efficient or invest in long-term growth? Too much of either is problematic in a disrupted world—the very subject matter of ambidextrous leadership.2.     Profit vs purpose. How can we introduce more purpose or mission without sacrificing financial performance? This paradox is regularly confronted when companies consider their internal and external stakeholders, talent management and sustainability.If you face these or other organisational paradoxes, I highly recommend the work of Wendy K. Smith and Marianne Lewis, and their latest book, Both/And Thinking—a surprisingly easy read but full of substance.Here is how you will benefit:·      The wisdom of understanding the difference between tension, dilemma, contradiction, and paradox.·      From discovering paradoxes emerge when there is change, scarce resources or more voices at the table.·      From realising some problems do not fit the prevailing either/or thinking but need you to think both/and.·      By “solving” the paradox by either integration (developing a hybrid) or tightrope walking (being consistently inconsistent).·      Finally, and most fundamentally, by improving your mental agility by adopting a paradox system or process:A.     Shift your assumptions to both/and thinking by reframing the question.B.     Find comfort in discomfort to control the impact of the surfaced tensions.C.     Use boundaries wisely to contain tensions.D.    Build dynamism (experiment and change your framework).