A Review of Paradoxical Thinking

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It is possible for organizations to learn how to apply paradoxical thinking when they are used to the cause and effect approach. There must first be a clear decision at the executive level to pursue the new way of thinking. Leaders should ask, “What is the vision of our business”? A roadmap should be laid out for where the organization intends to go, and how they plan to get there. In this approach, organizations should not limit their vision to finite goal, but should also be careful not to try to be “all things to all people”. Secondly, it is necessary to develop a strategy that examines other point of views that fit within the context of carrying out the organization’s vision. Organizations must be ready to expand or develop new strengths and be realistic about their weaknesses. Leaders should finally accept that there are outcomes that may be uncomfortable for the organization, but still be able to balance those outcomes with ones they are familiar with. Organizations and individuals may learn paradoxical thinking by applying a bit of skepticism to each scenario, and not taking for granted what others accept to be a matter of routine” (Quinn et al, 2015).

PART IV – Why is Paradoxical Thinking the Least Used Skill of the Eight Signs of Intelligence?

According to K. R. Ravi and as stated in his article Paradoxical Thinking, Paradoxical thinking is one of eight skills related to intelligence. The others are memory, logic, judgment, perception, intuition, reason, and imagination. Paradoxical is perhaps the least used of these skills, because it involves the ability to reverse, manipulate, combine, [and] synthesize opposites (Ravi, 2005). As previously mentioned, as children we come to understand the cause and effect way of thinking as we discover what to do and not to do (getting burned by the stove). This way of thinking carries over into adulthood, and so it is easy for organizations to get caught up in making decisions based off individual biases.

Leaders incorrectly assume that something must be given up for the company to pursue a given strategy. For example, executives may believe that by pursuing a long-term growth strategy, they are forgoing any projects that might generate immediate net income. Paradoxical thinking would require leaders in this organization to understand that a strategy may exist for balancing future growth with present. However, this method of thinking does not come natural to most individuals. Thinking paradoxically can seem irrational and contradictory to what many organizations believe to be the practice of making good business decisions, and for this reason is the least used skill related to intelligence.

PART V – How Managers and Leaders can use Paradoxical Thinking

The ability of managers and leaders to use paradoxical thinking is critical in the present business environment. Smart organizations continue to innovate and shape the markets for which they operate in, and in doing so become the benchmark setters. Organizations that fail to adapt, while still going by the fundamentals of cause and effect thinking can only get by for a finite amount of time in these competitive markets. The process of paradoxical thinking requires "Perception-shifting. Breaking open your narrow judgment about the positive and negative value of your contradictory qualities” (Fletcher, 1997). To apply paradoxical thinking, leaders and Managers should analyze multiple points of views in their decision-making, and apply a bit of skepticism to every situation they face.

Leaders need to maintain control of an organization in order to keep it on track for success. However, they should still be focused on innovation. If organizations decide to amp up production, they should also look at increasing development of human resources. A leader must ensure that the size of the organization can be maintained, but should implement plans for expanding the organization. Within any operating environment, leaders should take steps to be innovative, sustainable, adaptable, and profitable. There is no silver bullet that organizations can use to achieve success in all these areas, but by applying an open mind and paradoxical thinking, organizations may prevent themselves from being limited by only a few either/or outcomes.

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References

Fletcher, J. (1997). Paradoxical Thinking. San Francisco: Berrett - Koehler

Publishers Inc.

Gertner, J. (2012). Most Innovative Companies 2012: 24_Starbucks. Retrieved August

18th 2015, from: http://www.fastcompany.com/3017375/most-innovative-companies-2012/24starbucks

Ramirez, A. (2015) A New Roast: Starbucks’ Post-recession Paradoxical Renewal Blend

Retrieved August 18th 2015 from: http://mentalunlockdown.com/2015/03/23/a- new-roast-starbucks-post-recession-paradoxical-renewal-blend/

Ravi, K. (2005, June 05). Paradoxical thinking. NA. Retrieved August 23, 2015, from:

http://krravi.com/PARADOXICALTHINKING.pdf

Reinhardt, A. (1998) Steve Jobs: “There’s Sanity Returning” Retrieved August 18th 2015

from Business Week: http://www.businessweek.com/1998/21/b3579165.htm

Quinn et al. (2015). Becoming A Master Manager: A Competing Values Approach

(6th ed.)