By Joe Cheal
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Extra resources for Solving Impossible Problems: Working Through Tensions and Paradox in Business
Sample text
Since 1993 I have heard about and seen hundreds and thousands of ‘impossible problems’ that wouldn’t go away. People have found themselves in situations where there seemed to be no answer. All possible solutions were met with the response: “Yes, but…” or “the problem with that is…” or “the difficulty there is…” or “the trouble with that is…” There were dilemmas that went back and forth, situations that went round in circles and issues that came back again and again. e. e. confusion) in everyday working life.
What types of paradox are there in an organisation? • How might we see paradox running at a system level and an individual level? • How do we map a paradoxical problem? From Polarity to Tensions A paradox begins with a polarity of some kind and in and of itself a polarity is static. However, when the polarity is introduced into a system and made ‘live’, a tension is created between the poles. For example, a manager asks a member of staff to carry out an action when the member of staff already has a busy to-do list.
The classic ‘liars’ paradox would be an example of this: “I am lying” – if this is true then it must be a lie, but if it is a lie, it must be true, which means it must be a lie etc. An organisational example of a flip-loop might be where the leadership is driven by the short-termism of the shareholders to initiate ‘profit enhancing’ change. The change takes place but needs time for the staff to adapt. Because this doesn’t happen quickly enough, the business is driven to change again. This loop continues, but with each change the performance (and hence profits) are inadvertently driven down.