The Framework

The Ambidexterous Thinker Model

Ambidexterity is the ability to switch fluidly between exploratory, creative thinking to imagine future possibilities – and critical, execution‑focused thinking to deliver reliable, effective outcomes. It is an essential foundation for leading through innovation and complex change.

Our research has revealed two complementary capacities that enable cognitive ambidexterity. We have found that leaders can learn to manage the tensions of leadership in these contexts by developing an ambidextrous mindset and ambidextrous practices.

Andrew-Gaia-Grant-stage

Conceptual Framework

Ambidextrous
Mindset

Prepares leaders to respond with clarity rather than chaos under pressure.

Requires Reflexive Agility – developing the competence to: recognize competing demands, reflect on the tensions & relate to real scenarios.

curve

Mindset impacts action, and action impacts mindset

Ambidextrous
Practices

Equips leaders to design and implement original and useful solutions.

Requires Adaptative Integration – developing the capabilities to: assess challenges, adopt different thinking modes & activate ambidexterity.

Together, these capacities support agile integrated decision-making and action.

Grounded in Research

Built on a decade of study into how leaders work with tension, not around it – including in-depth interviews, ethnographic case studies and surveys.

Peer-Referenced

Based on contributions to and in alignment with the academic and business literature on paradox theory and ambidexterity in leaders, teams and organizations.

Tried and Tested

Validated through numerous leadership development programs, coaching programs, and culture change programs.