Managing Paradox in Organisations

Using 'Mess' as a Source of Vitality

To some managers, this approach appears messy and indecisive; and it is certainly a less comfortable way of managing than one that suppresses disagreement and denies the validity of alternative perspectives. It is, though, a more useful way forward, for the following reasons:

• Paradoxical thinking recognises that any successful policy position or currently positive attribute (such as a key strength or distinctive competence) will, if taken to extremes, inevitably become dysfunctional and destroy value.
• Conversely, seemingly weak policy stances and negative attributes can generate value for organisations and individuals, if paradoxical thinking is applied to them. Effectively managing these structurally embedded paradoxes enables an organisation's energy, inventiveness and expertise to be harnessed and applied constructively, rather than it being wasted in the advocacy and defence of opposing viewpoints, turned into active resistance or simply dissipated through apathy and frustration.

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Paradox is a fundamental aspect of organisations, which impacts upon all areas of performance. If any of the above rings true to you, and you want to look further into the implications of paradox for your organisation and/or leadership approach, please get in touch.