Problems that refuse to remain solved : Life in Organizations - Paradoxes, Dilemmas and Possibilities

After my book on 'Life in Organizations - Paradoxes, Dilemmas and Possibilities' got published, I received multiple queries on how to correctly identify paradoxes in business organizations. This is a very important question, as not all the problems that we face in organizational life are paradoxes.

Many of the problems that we find in organizational life can be solved using regular problem-solving methods. Categorizing a simple problem as a paradox can complicate our lives unnecessarily. Some problems are to be solved, some problems are to be swamped out (by putting them in the broader context) and some problems are to be approached through paradoxical thinking. 

To me, the easiest way to spot a paradox is to look for problems that refuse remain solved. If an organizational problem is indeed a paradox, it cannot be solved in an algorithmic or prescriptive manner. If such a solution is attempted, it will create new problems. There are many fundamental problems in management that have not yet been ‘permanently solved’ - even after decades of efforts by managers, consultants and management gurus. So, when you encounter such a problem that refuse to remain solved, you are likely to be in the presence of a paradox. 

The domain of people management is rich in such paradoxes. A paradox occurs when there are multiple points of view on an issue, each of which are true and essential, but they appear to be in conflict with one another. That is why basic aspects of people management like hiring, employee engagement, performance management and rewards have become renewable resources, where solutions to the problems will create new problems to solve, and they will continue to provide opportunities for 'management' and  'thought leadership'. The good thing is that this phenomenon has sustained an entire ecosystem of ‘HR Professionals, People Managers, Consultants and Thought Leaders’ for many decades!

Paradoxical thinking is not about about endless analysis. In organizational life, decisions have to be taken, and often quickly. Paradoxical thinking is just about enabling better decisions - by developing a more nuanced understanding of the conflicting perspectives, wrestling with them for a while and taking a decision based on that higher level of awareness. Yes, it is highly context-specific, as the attempt is essentially to find the best possible equilibrium point of the conflicting forces (pushes and pulls) acting on us at that moment in the given context!

Yes, managers are paid to manage, and paradoxes can indeed be managed, if we use the term 'manage' the sense of 'to cope with effectively' instead of 'to fix it permanently'. If we approach paradoxes with the respect they deserve, they can reveal profound truths, spur creativity and help us to actualize the immense possibilities that come along with the inherent contradictions in organizational life.  Yes, it is this very process of identifying, understanding, wrestling with and responding to the paradoxes that opens up possibilities for creative living at the workplace (and in life)!

The book is available on Amazon India, Amazon UK and Amazon US in both paperback and Kindle versions. It is also available in other eBook formats like Kobo and Google Books. 

Would love to hear your comments/ideas!!!

Judging a Book by its Cover : Life in Organizations - Paradoxes, Dilemmas and Possibilities

One of the most frequent questions that I have received on the book is related to the image of a gyroscope on its front cover.  What is a rather scientific looking image doing on the cover of a book about the paradoxes, dilemmas and possibilities in organization life?

Let me make an attempt to explain the thought process that led to this. 

Managing paradoxes in organizational life is more about achieving the right dynamic equilibrium or

'dynamic balance' between the conflicting forces (the opposing pushes and pulls acting on us at that point in that particular context) as opposed to regular problem solving. A gyroscope is an example of dynamic equilibrium and it was further  shown to be balanced on a person's finger to bring in the human element.

The primary attempt in this book is to take a closer look at the some of the key paradoxes, dilemmas and polarities that we encounter in business organizations, and, to wrestle with them for a while. This can help us to reach a higher level of awareness that makes it possible for us to respond creatively to the contradictions in our specific context and to actualize the possibilities for living a more fulfilling and effective life in business organizations.

Paradoxes are divergent problems. While convergent problems should be broken into pieces and solved, divergent problems should be approached differently. They should be transcended using a higher awareness and scope.  This often involves arriving at a higher plane where the diverging forces converge. While this is indeed more challenging, wresting with divergent problems often lead to breakthroughs. Creative leaps and integration are made possible by the presence of divergent problems and simultaneous opposites.

 

Without the ability to hold competing perspectives in mind simultaneously, we risk losing sight of the wisdom and opportunities that emerge when we pursue paradoxical thinking. Holding contradictory ideas in the mind is not easy, as it creates cognitive dissonance, stress and anxiety. However, it is a very valuable skill in a world full of contradictions. While it is said that eastern cultures more naturally embrace opposites, it is indeed a learnable skill. It will also help us to resist the temptation to oversimplify the situation and to wish away the paradox. As organizations and individuals work though higher and higher levels of uncertainty and change, paradoxical thinking can enable us to differentiate ourselves. 

 

Dealing with paradoxes need a high degree of openness, mental flexibility, intellectual honesty and humility. It also calls for some sort of ambidexterity and tolerance for ambiguity at the organizational level, to live with conflicting perspectives. This is what differentiates paradoxical thinking from the typical management approaches that worship clarity, predictability and control. 

A paradox cannot be solved in an algorithmic or prescriptive manner. If such a solution is attempted, it will create new problems and do more harm than good. This is the reason why many of the fundamental problems in management have not been ‘permanently solved’, even after decades of efforts by managers and consultants. However, if we approach them with the respect they deserve, paradoxes can reveal profound truths, spur creativity and help us to actualize the immense possibilities that come along with the inherent contradictions in organizational life!   

Now let us come back to the image the gyroscope that was used to represent the concept of dynamic equilibrium or dynamic balance. While a gyroscope is indeed an excellent example of dynamic balance. a bicycle in motion could also have conveyed the same idea.  But, the gyroscope looked like a more profound metaphor!

I guess, I have a soft corner for gyroscopes as they are also used to stabilize/orient satellites in space, and I started my career with the Indian Space Research Organization (ISRO) as an engineer. Yes. this is a rather curious mix of rationality and emotions! Maybe, that is the way most of the human decisions are!!

The book is available on Amazon India, Amazon UK and Amazon US in both paperback and Kindle versions. It is also available in other eBook formats like Kobo and Google Books. 

Would love to to hear your comments/ideas!!!