Moldoveanu (business economics, Univ. of Toronto) and Leclerc (senior partner, McKinsey & Company) introduce business students and faculty to a personal problem-solving platform, an integrative approach toward thinking about complex problem solving as well as innovative ways of generating solutions. As the authors carefully explain, to address day-to-day challenges and create meaningful change, integrative thinking managers use intuition, reason, and imagination along with a holistic view of strategy, tactics, action, review, and evaluation to solve problems. These integrative thinking managers build complex models that include numerous critical variables: customers, competitors, capabilities, cost structures, employees, industry evolution, and regulatory environment. These models supposedly capture the complicated relationships among the critical variables in most business problems. Considering all aspects of a problem, integrative thinking managers strive to resolve tensions and turn challenges into opportunities. The authors intended this brief, 146-page text as an introduction to the integrative thinking approach to problem solving, a complex decision-making construct that demonstrates the extent to which theorists strive to integrate decision-making theory with cognitive concepts. The authors' approach may work well in theory, but unfortunately, most managers are not willing to devote the time and effort demanded by such a complex approach to solving problems.