Paradoxes in Management

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Paradoxes in Management

• As pointed by Eisenhardt, a Paradox is the simultaneous existence in the organization of two (seemingly) inconsistent states, such as “empowerment and conformance”: “old and new” (Eisenhardt 2000:703).
• Brabet points out the emergence of a HRM Paradox Model, based on the concepts as organizational complexity, duality and paradox management, exploring the tension in a creative way. It is based on the idea that change is not a smooth, linear and planned journey (Brabet, 1993).
• Lewis points out important characteristics of the paradox as a research framework: “A Paradox may denote a wide variety of contradictory yet interwoven elements: perspectives, feelings, messages, demands, identities, interests or practices. Paradoxes are constructed – as actors attempt to make sense of an increasingly intricate, ambiguous and ever-changing world, they simplify the reality into polarized either/or distinction. Paradoxes become apparent through self our social reflection or interaction.”(Lewis 2000:762).

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