Paradox
What is Paradox?
Seemingly absurd or contradictory statements or propositions, when seen from a different perspective, can both be found to be true in different situations or when adopting different types of logic or value systems. It could be a person or thing that combines contradictory features or qualities. Balance has to involve the integration of conflicting concepts, demands, and tensions – often referred to as “both/and” thinking.
As decisions become more complex and more multi-dimensional it is more difficult to make an either/or distinction. The uncertainty about which option is best or fear of making the wrong choices leads us to make an assessment from a number of contradictory perspectives.
“Contradictions between perspectives are often superficial and created by their intrinsic limitations.” Onar Am
To explore a paradox where the best compromise is unclear, it is helpful to identify pairs of opposing positions or qualities that relate to the challenge or dilemma being faced. They are “independent pairs” that represent the key polarities. For example, the tension that exists between quality and volume, present and future, fast and slow change, self and others, predictable and surprising, certain and uncertain, knowing and not-knowing, etc.
So what does it mean?
If you choose an issue that is of concern to you where the best decision is unclear and difficult to make sense of, identify a few of the main factors at play. This may include an assessment of the risk, benefits, impacts, etc. For example, let’s say you are deciding whether to take a new job or set up your own business. You will collect information to understand “what” it would mean and what factors you could influence by the combination of choices you have to make.
Wendy Smith explores the power of paradox.
You may want to assess where the main tensions lie. What factors are in direct competition with each other. You need to get a sense of where to set the balance between say sacrificing quality of life for a bigger income. Where would the balance of constraints and opportunities be and what might affect your assessment?
In effect, you are choosing what you assess to be those points on the continuum where the results would “fit” your declared intentions or “satisfy” your concerns. But the future is a moving target where no single right answer can be deduced from past behaviour. The danger is to try and simplify down to one best answer and pursue a quick fix. A result is often a number of unintended consequences which bring us back to the problem. A longer-term solution involves an exploration of possible causes where opposing factors have to co-exist.
Achieving positive change in situations of paradox is to get at where the sources of stability lie, such as culture, a shared vision or core competencies within a domain of knowledge, such as medicine, engineering, etc., where, like sailors, they share the same boat and have to find a way to communicate and collaborate to get through turbulent waters. Each individual has their own unique leadership skills to offer and contribute passion and purpose when need to achieve an optimum performance that everyone can benefit from. What’s required is an openness to trust, adapt and reject old ways of thinking.
“Only the wisest and the stupidest of men never change.” Confucius
Now what?
1. Choose your own issue and explore each pair of extreme positions separately. Use the information you have to hand or observe, to get a deeper awareness of your Way of Being. Select a point of choice for where you feel the balance lies.
2. Clarify the impact of each pair could have on the others, and adjust as required. As you shift one of your choice points, consider the impact it could have on the others and adjust accordingly to create a profile that makes sense.
3. Summarise the profile you have produced, justifying the reasons for your choices and the impact you expect to get.
4. List the actions you will take to realise your expectations. What, when, where and whose support you will need.
NOTE: A more detailed explanation of this approach can be found at the Human Systems Dynamics Institute
References
Shifting the Patterns by If Price & Ray Shaw.Management Books 200o
Navigating Complexity by Arthur Battram. Industrial Society 1998
The Paradox of Choice by Barry Schwartz. Harper 2005
Adaptive Action by Glenda Eoyang & Royce Holladay. Stanford 2013
The Paradox Principle by Price Waterhouse LLB. Irwin 1996