The phrase “paradox” in all probability conjures up notions of logical puzzles and brain-straining impossibilities—the sorts of ideas most would wish to preserve distant from a enterprise and its leaders. However paradoxes do exist, and a few recommend that studying to know and embrace them could also be useful for creating management expertise and creativity.
The Definition of ‘Paradox’
First, let’s be clear on what a paradox is. Merriam-Webster offers several definitions of the phrase, together with:
- A tenet opposite to perceived opinion
- An announcement that’s seemingly contradictory or against frequent sense and but is probably true
- An argument that apparently derives self-contradictory conclusions by legitimate deduction from acceptable premises
At first look, it doesn’t look like there’s a lot worth in such notions. Nevertheless, studying to know and handle the paradoxes that exist in on a regular basis life can set one other than others who constantly wrestle in opposition to conflicting goals.
Understanding and Managing Paradoxes
“Being dragged in two completely different instructions, concurrently, ought to solely create rigidity and stress,” write Loizos Heracleous and David Robson in an article for BBC Worklife. And but, they add, though counterintuitive, these conditions can really work to our benefit.
In reality, they level to research from psychologists and others indicating that those that be taught to embrace paradox “present better creativity, flexibility and productiveness.” Apparently, the “twin constraints really improve their efficiency,” they are saying.
Analysis cited by Heracleous and Robson means that the so-called “paradox mindset” of embracing seemingly contradictory truths helps folks break down assumptions and take a look at issues otherwise.
For instance, take into account the phrase “doing extra with much less.” Whereas this has grow to be a mantra of Lean and Six Sigma gurus and cost-cutting fanatics all over the world, somebody confronted with this idea for the primary time would possibly discover it paradoxical.
It’s because an underlying assumption many individuals have is that output pertains to enter by a hard and fast ratio: “It takes 5 person-hours of labor to construct one widget. Subsequently, so as to produce extra widgets, we’d like extra staff.” Making these staff extra environment friendly (or growing their hours) solves the paradox. If the employees can create the widget in three hours as an alternative of 5, fewer staff might doubtlessly create extra widgets.
Analyzing paradoxes is an admittedly philosophical train which may appear superfluous for many managers. However creativity and problem-solving are sometimes the instruments that set nice firms other than their competitors.
In these particularly difficult instances, embracing paradox simply often is the antidote we’d like.