This theoretical paper discusses how managers perceive persistent oppositions mutually entangled as multiple paradoxes that have consequential effects sequentially. By referring to the consequential perception of paradoxes we refer to the capacity to apprehend, articulate and act upon persistent interrelated contradictions rather than be overwhelmed by them. Explanation of the process of consequential detection is illuminated by the articulation of two central theoretical perspectives on paradox: (1) in practice, paradoxes are socially constructed and arise when managers sensemaking constitutes them as real phenomena that demand further efforts of social construction); (2) in theory, paradoxes are an analytical artifact deployed to categorize the reality that is experienced. The first perspective uses the lens of moderate constructivism, while the latter uses critical realism. In what follows we present these perspectives as reciprocal and complementary in their explanations as a practice-based theory of paradox. Regardless of their potential impact, real paradoxes that are not detected will be ignored and incubate their consequences under a veil of organizational and analytical ignorance.

In and around the consequential detection of paradoxes / Cunha, Miguel Pina e; Giustiniano, Luca; Rego, Arménio; Clegg, Stewart. - Surprise in and around Organizations: Journeys to the Unexpected, (2018), pp. 1-10. (34th EGOS Colloquium 2018, Tallin, Estonia, July 5-7, 2018).

In and around the consequential detection of paradoxes

Luca, Giustiniano;
2018

Abstract

This theoretical paper discusses how managers perceive persistent oppositions mutually entangled as multiple paradoxes that have consequential effects sequentially. By referring to the consequential perception of paradoxes we refer to the capacity to apprehend, articulate and act upon persistent interrelated contradictions rather than be overwhelmed by them. Explanation of the process of consequential detection is illuminated by the articulation of two central theoretical perspectives on paradox: (1) in practice, paradoxes are socially constructed and arise when managers sensemaking constitutes them as real phenomena that demand further efforts of social construction); (2) in theory, paradoxes are an analytical artifact deployed to categorize the reality that is experienced. The first perspective uses the lens of moderate constructivism, while the latter uses critical realism. In what follows we present these perspectives as reciprocal and complementary in their explanations as a practice-based theory of paradox. Regardless of their potential impact, real paradoxes that are not detected will be ignored and incubate their consequences under a veil of organizational and analytical ignorance.
Paradox, organizational paradoxes, tension, contradictions, managers, process
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Utilizza questo identificativo per citare o creare un link a questo documento: http://hdl.handle.net/11385/177541
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