Jon Katzenbach

In the early 1900s, a thoughtful organizational thinker named Mary Parker Follett called out the critical difference between compromise and integration. A team that compromises has settled for the lowest common denominator: a solution, no matter how incomplete, to which all can easily agree, just to move things forward. Compromised solutions made in this way are more likely to break down.

A team that integrates, by contrast, is looking for the best possible solution — one that takes into account the best of all the perspectives of the people involved.

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