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Embracing Paradoxes: A Dialogical Perspective
Umeå University, Faculty of Social Sciences, Umeå School of Business and Economics (USBE), Business Administration.ORCID iD: 0000-0001-5564-360X
2013 (English)Conference paper, Presentation (Other academic)
Abstract [en]

Paradoxes are, by definition, persistent and resistant to closure. Responding to a paradox in practice, however, entails action moves that resolve the tension, at least temporarily. Any attempt at resolution—even temporary—however, pushes the tension away. Hence, the question is: how can organizations and their members resist closure and embrace paradoxes? This paper consequently seeks to provide a conceptual explanation of how paradoxes can be embraced in a way that resists closure and keeps the tension alive. Using Bakhtin’s concept of the dialogical perspective as a point of departure, I propose acceptance of multiplicity, continuous generation of difference, collaborative expansion, and use of aesthetic moments as performative practices that emerge in and out of the dialogue. The paper argues that a move from “both/and” thinking towards “more-than” thinking requires members to engage in a dialogue; this, in turn, enable options to emerge, in the form of responses, that were not previously evident. By engaging in dialogue, the paper concludes that organization members can avoid premature closure of options. Embracing the inevitable paradoxes also means that they are never resolved but always in play; this approach will hopefully engender multiple voices to enter into organizational decisions. 

Place, publisher, year, edition, pages
Lund, 2013.
National Category
Business Administration
Research subject
Business Studies
Identifiers
URN: urn:nbn:se:umu:diva-130717OAI: oai:DiVA.org:umu-130717DiVA: diva2:1069524
Conference
Swedish Academy of Management
Available from: 2017-01-29 Created: 2017-01-29 Last updated: 2017-01-29
In thesis
1. Paradox As the New Normal: essays on framing, managing and sustaining organizational tensions
Open this publication in new window or tab >>Paradox As the New Normal: essays on framing, managing and sustaining organizational tensions
2017 (English)Doctoral thesis, comprehensive summary (Other academic)
Abstract [en]

Metaphorically, the idiom “you cannot have your cake and eat it too” describes fundamental tensions at the heart of today’s organizations. Engaging tensions may seem implausible or even impossible. However, there exists evidence, given the increasingly complex environment, that both are vital to organizational success. To succeed, therefore, requires that organizations be able to manage, embrace, and transcend tensions. Consequently, the overall purpose of this thesis is to advance our understanding of tensions in general, and in creativity-based contexts in particular.

The purpose is achieved through five self-contained yet complementary papers. The conceptual parts, which resulted in three papers, include a literature review on tensions, from which inspirations and ideas from different disciplines have been drawn in order to add value to the literature specifically addressing tensions. In parallel with this conceptual work, I explore tensions (a paradox, to be specific) in a specific context (architecture), an effort that results in two papers. Consequently, in the conceptual work, I focus on what “could be,” while in the empirical work I focus on “what is.”

The findings highlight that first, theorizing about tensions calls for conceptual clarity. This was accomplished by identifying and then assembling core features that scholars use to conceptualize tensions. In doing so, the thesis contributes to the ways in which tensions are “represented” by reducing confusion and by making the assumptions behind tensions clear. Second, the thesis establishes that dealing with tensions productively requires a shift from thinking (and doing) based on a contingency approach towards contemporary approaches. Given the nature of the empirical context and the challenges therein, a true shift of this order necessitates framing tensions as paradoxes. In the same vein, the thesis indicates the need to rethink the central question; currently, that question is predominantly “how can we accommodate both A and B?” Given the nature of the empirical context, the question can be shifted to “why not C?” Doing so breaks away from focusing on the existing competing options and turns the focus towards something new. Moreover, dealing with tensions through this lens prevents neutralizing them and settling for a bland halfway point between one extreme and the other. Third, the thesis challenges the taken-for-granted assumption in the literature that dealing with tensions as paradoxes necessitates temporal compromise, separation, or resolution. In the thesis, I argue that dealing with paradoxes is possible without separating. This is so because simultaneously engaging paradoxes allows organizations to tap their energy and opens up new possibilities. In this case, the thesis contributes to the literature by empirically studying architectural firms. This empirical study shows that dealing with paradoxes requires an intricate interplay between what I call paradoxical mindsets and practices—which comprise organization members’ emotions, cognition, and behaviors—and organizational conditions that embed such mindsets and practices into the organization’s system. Fourth, the thesis makes a point that not all tensions require an action move. Accordingly, the thesis establishes that dealing with paradoxes may not necessarily entail action moves but rather a space to engage in dialogue so as to connect opposites, move outside of them, and situate them in a new relationship. In doing so, the presence of tension is appreciated and complementarity is sought. That is, the challenge is to be able to embrace paradoxes and not to resolve them.

The thesis concludes that although it is challenging to tap the power of paradoxes, it is not impossible. This thesis shows that this goal can be accomplished by accepting that paradoxes are normal, and then seeking to transcend them. In so doing, organizations can unleash the “slices of genius” in their members. 

Place, publisher, year, edition, pages
Umeå: Umeå universitet, 2017. 80 p.
Series
Studier i företagsekonomi. Serie B, ISSN 0346-8291 ; 95
Keyword
Competing demands, organizational tensions, paradox, paradox theory, architectural firm
National Category
Business Administration
Research subject
Business Studies
Identifiers
urn:nbn:se:umu:diva-130527 (URN)978-91-7601-663-3 (ISBN)
Public defence
2017-02-21, Hörsal B, Umeå University, Umeå, 13:15 (English)
Opponent
Supervisors
Available from: 2017-01-31 Created: 2017-01-22 Last updated: 2017-01-30Bibliographically approved

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