The Power of the 2x2 Matrix: Using 2x2 Thinking to Solve Business Problems and Make Better Decisions (Jossey-Bass Business & Management) (Hardcover)

While the ultimate aim of the book is to show how to use the 2x2 matrix to improve decision-making, it is apparent that the process of distilling business problems into two opposing axes is where much of the value lies. At the heart of this book is how to use 2x2 thinking to gain a better understanding of the key tradeoffs in decision-making and to identify solutions which transcend those tradeoffs.

The three sections of the book are:

(1) 2x2 Thinking - Discusses the Hegelian dialectic which underpins the logic and structure of the ideas behind the 2x2 framework. This includes a thoughtful analysis of the nature of the conflict between the X and Y axes in a 2x2 matrix, as well an explanation of how changing the context of the problem space helps to iterate the issues to the point where new and more powerful solutions emerge. The section closes with an examination of eight archetypal dilemmas, including Head-Heart, Cost-Benefit and Change-Stability. Interestingly enough, rethinking these dilemmas in a 2x2 manner adds depth and clarity to issues where typical thought processes tend to be restricted to well-worn paths.

(2) 2x2 Practice - The second section makes the jump from theory to practice and outlines an eight step approach for how to incorporate 2x2 thinking into the course of solving business problems. The eight steps are simple enough that a novice practitioner can dive right in and have a reasonable expectation of success. The Fujitsu case study that closes the chapter, however, reveals how experience is important to help navigate the more subtle aspects of the 2x2 approach. While this case study draws upon much of the theory that precedes it, I suspect most readers will be left looking for additional examples.

(3) 2x2 Frameworks Inventory - The inventory of 2x2 frameworks contains the nuggets most of us are likely to return to again and again. In fact, while the first two sections are easy to breeze through, the inventory is a conceptual thicket that readers will likely prefer to tackle bite by bite, with ample time to chew on the ideas packed into each matrix. In some respects, reading the frameworks inventory is like reading an informal history of strategic thinking through a new lens. On the other hand, the 2x2s cover a wide enough range of ground to incorporate a discussion of Myers-Briggs personality types, the works of Stephen Covey, and even game theory problems, such as the classic Prisoner's Dilemma. All told, the 55 frameworks captured here comprise a virtual 2x2 Hall of Fame.

This book is first and foremost a fun read. I particularly enjoyed seeing the Hegelian dialectic brought to life, dusted off, and used as a means to evaluate conflicts and tradeoffs in such a way that it makes it easier to get at the root cause of complex issues. The ideas in the book can be applied across the entire problem-solving universe, yet the authors tailor the book to focus on decision-making in the business world. Their approach will appeal most to consultants and managers who struggle with complex problems, but also to anyone who wants to improve their ability to think about a wide range of issue and make better decisions.

The book could benefit from additional case studies, such as the Fujitsu case, and conceptual omnivores will wish there were more than 55 frameworks. The bottom line, however, is that 2x2s represent a new and useful way to catalogue a variety of types of knowledge, hold it in a format that is likely to yield new insights more easily, and apply it in novel and powerful ways.