By Jennifer B. Kahnweiler

Larger Together

FDR and Eleanor. Mick and Keith. Jobs and Woz. There are numerous examples of introvert-extrovert partnerships who make magnificent items, create nice artistic endeavors, or even swap heritage jointly. yet those partnerships don't simply take place. They call for clever nurturing.

The key, says bestselling writer Jennifer Kahnweiler, is for opposites to forestall emphasizing their changes and use techniques that spotlight them either on relocating towards effects. Kahnweiler's first-of-its-kind sensible five-step technique is helping introverts and extroverts comprehend and enjoy each one other's wiring, use conflicts to spur creativity, enhance their very own abilities through studying from the opposite, and notice and act on issues neither might have individually. Kahnweiler exhibits easy methods to practice the fragile balancing act required to create an entire that's exponentially more than the sum of its components.

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Extra resources for The Genius of Opposites: How Introverts and Extroverts Achieve Extraordinary Results Together

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The hallmark of these early publications was that they represented a different approach, which distinguished itself from the traditional view within economic theory that was pervasive in the 1970s. Corporate transformations were not treated as a direct result of rational managerial decisions per se. In other words, in the industrial network approach, scholars assumed that relationships do not necessarily presume rational motives among industrial actors. Some of the key concepts and models that have been developed in this school of thought since the 1970s have spread to other disciplines.

Prior to the increased popularity of the market approach, the hierarchical model provided the dominant theoretical conceptualization in both sociology and organization theory. In contrast to the non-organization, a hierarchy establishes relationships involving economical activities that are more strictly regulated and that exist over a longer time period. Powell (1990) discusses the established dichotomy between hierarchies and markets and notes that this dichotomy is inadequate for describing the emerging characteristics of flexible, information-driven enterprises.

Such partnerships fundamentally signal a reconsideration of old hierarchical structures toward the adoption of more tactful, flexible and vigilant forms of collaborative arrangements, as well as the adoption of advanced technological solutions that allow network participation to evolve in new directions. In particular, the terms “network” and “networked business” have become increasingly prevalent in industrial-economic contexts. Nohria and Eccles (1993) describe three factors that contribute to this popularity.

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