Paradoxical thinking
Cause and Effect Thinking Hinders Mastery
Paradoxical Thinking: Maintaining Stability in Changing Environments
Table of Contents
Abstract……………………………………….…………………................……….…..3
Part 1 – Introduction/ Definition ……………………………………….........................4 Chart: Managerial Competencies……………………......………..….………..5 Part II – Example of a company that demonstrates paradoxical thinking…….………..5
Part III– Discussion: Can one can learn paradoxical thinking?.......................................8
Part IV – Paradoxical thinking as a skill related to intelligence - Why is it least used?.8
Part V – How management and leadership can utilize paradoxical thinking to Improve the organization…………..……………………………………..……9
Conclusion…………………………………..……………………………………..……9
Reference page…………………………………………………….…………………..10
Abstract
Post-recession business trends show companies that survive and continue to develop; apply agile business models that respond quickly to external change. Traditionally linear approaches to problem solving such rational goals models or “cause and effect” thinking were standard in the workplace during the first quarter of the twentieth century. Is “cause and effect” thinking going to generate the type of results needed to survive with today’s post-recession business dynamics? Complexities of the workplace today require Master Managers to think both creatively and critically to drive results. When leadership applies paradoxical thinking supported by the Competing Values Framework, organizations have opportunities to thrive.
Introduction / Definition Change and flexibility are seen as essential components of successful organizations in turbulent environments with strong competition and may be even more important in times of tumultuous crises. Organizations need to run fast to keep up with the numerous and intensive changes
Paradoxical Thinking: Maintaining Stability in Changing Environments
Table of Contents
Abstract……………………………………….…………………................……….…..3
Part 1 – Introduction/ Definition ……………………………………….........................4 Chart: Managerial Competencies……………………......………..….………..5 Part II – Example of a company that demonstrates paradoxical thinking…….………..5
Part III– Discussion: Can one can learn paradoxical thinking?.......................................8
Part IV – Paradoxical thinking as a skill related to intelligence - Why is it least used?.8
Part V – How management and leadership can utilize paradoxical thinking to Improve the organization…………..……………………………………..……9
Conclusion…………………………………..……………………………………..……9
Reference page…………………………………………………….…………………..10
Abstract
Post-recession business trends show companies that survive and continue to develop; apply agile business models that respond quickly to external change. Traditionally linear approaches to problem solving such rational goals models or “cause and effect” thinking were standard in the workplace during the first quarter of the twentieth century. Is “cause and effect” thinking going to generate the type of results needed to survive with today’s post-recession business dynamics? Complexities of the workplace today require Master Managers to think both creatively and critically to drive results. When leadership applies paradoxical thinking supported by the Competing Values Framework, organizations have opportunities to thrive.
Introduction / Definition Change and flexibility are seen as essential components of successful organizations in turbulent environments with strong competition and may be even more important in times of tumultuous crises. Organizations need to run fast to keep up with the numerous and intensive changes
References: Belasen, A. T., 1998, Paradoxes and Leadership Roles. Retrieved from http://www8.esc.edu/ESConline/across_esc/forumjournal.nsf/wholeshortlinks2/Leadership+Roles Price, C., 2012, Senior executives will better balance people and priorities by embracing the paradoxes of organizational life Quinn, R. E., Faerman, S. R., Thompson, M. P., and McGrath, M. R., 1996, Becoming a master manager: A competency framework. Retrieved from http://www8.esc.edu/ESConline/across_esc/forumjournal.nsf/wholeshortlinks2/Leadership+Roles Senge, P., The Learning Organization. 1990 Retrieved from http://infed.org/mobi/peter-senge-and-the-learning-organization/ Steinkellner, P.F., and Czerny, E. J., 2010, Educating Managers for a Paradox World – Duality and Paradoxes in Management