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Book REVIEw Stage two involves examining the mod- els in even greater detail. Consider how the options are similar and different. How might the different benefits be viewed by people who will be the recipients of what- ever you decide? What are the implications of the differences for the path ahead? Then consider what you most value from the models. Also, what drives the tension between the models? If the choice is between cen- tralization and decentralization, you might focus on the consistency provided by cen- tralization and the ability to specifically ad- dress local needs with the other path. It's hard to have both, and so you need to take this tension into account as you consider a way ahead. You can also explore the assumptions underlying each model. An assumption be- hind a decentralized model might be that employees in each region are more similar to one another than to their peers in other regions. An assumption of centralization might be that organizational needs are best understood at a global level. "What if these assumptions didn't hold? How might you think about the problem then?" they ask. In stage three, you explore the possibili- ties. This can be a difficult task and to help, they share three guiding questions: • Hidden gem: How might we create a new model using one building block from each operating model, while throw- ing away the rest of each model? The book describes how Tennis Canada lev- eraged the best of the systems in France, where centralized development of young tennis players is the hallmark, with the decentralized version in the United States. Talented youngsters are identified and invited to be part of a staged devel- opment program, as it is in France, but our country's system is then structured in a much more fluid, customizable, and decentralized way, reflecting the best of the American pattern. • Double down: Under what conditions could a more intense version of one model actually generate one vital ben- efit of the other? For example, could you play with decentralization in a way that it reinforces something core to the organi- zation's culture, thus serving a central- izing purpose? • Decomposition: How might the prob- lem be broken apart in a new way so that each model could be applied in whole to distinct parts of the process? For ex- ample, could you apply centralization on one aspect of the policy you are devising but decentralization in another aspect? Through these questions you should come up with a new blend. Now, in the final stage of the process, you want to test it by applying the techniques featured in design thinking. Figure out how to create proto- types and test how those work, learning more about the advantages and limits of your approach. "Testing and experimenta- tion of this kind requires you to take on a different mindset than you have so far used in the integrative thinking process. When you were articulating models and generating new ideas, you were looking at the positives and imagining what might be possible. The testing mindset is different; it is a shift from thinking to doing, with an eye toward getting new data about the world," they write. Obviously, there will be hitches and, as with many decision-making processes, you may have to retrace your steps and re-ex- plore. But it promises the chance to make one plus one equal more than you could have imagined. Harvey Schachter is a writer, specializing in management and business issues. He writes three weekly columns for the Globe and Mail and The Leader's Bookshelf column for Ca- nadian Government Executive, and a regu- lar column and features for Kingston Life magazine. Harvey was editor of the 2004 book Memos to the Prime Minister: What Canada Can Be in the 21st Century. He was the ghostwriter on The Three Pillars of Public Management by Ole Ingstrup and Paul Croo- kall, and editor of Getting Clients, Keeping Clients by Dan Richards. A McGill commerce graduate, Harvey spent more than 15 years in a variety of positions at The Kingston Whig- Standard, including editor and planning and promotions manager. He won two National Newspaper Awards for his writing and a na- tional Owl Award for a marketing program he created at the newspaper. N A V Y L E A G U E 1 8 9 5 L I G U E N A V A L E Pacific Seapower: A Strong, Secure and Engaged Maritime Future 3 Days of Panel Discussions and Presentations 15-18 October Victoria, BC Canada HOSTED BY The Navy League of Canada in association with The Royal Canadian Navy "Excellent range of expert presenters and international representation" "Unique opportunity to network with multi- nation naval officers" "A must for all practitioners and students of maritime security" "Cutting edge materials. Great presentations" "Presentations and discussion exceeded expectations. World-class!" mscconference.com www.vanguardcanada.com JUNE/JULY 2018 35

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