Debating the utility of ‘ambivalence’ for human-centric strategy formulation

In many ways, the notion that ‘ambivalence’ or ‘self-contradiction’ might, in fact, be part-and-parcel of business strategy formulation seems perfectly sensible. After all, the idea that humans possess the propensity to act in ways that seem to go against their ethical modi operandi or ‘objective’ self-interests seems well-evidenced within our industry. Yet, while the self-contradictory tendencies of humans-as-users/consumers seem to have become entrenched in our industry’s conceptual toolkit, relatively little attention has been paid to the ambivalence with which we as innovation practitioners formulate ‘human-centric’ strategy.