The social construction of organizational change paradoxes

• Published in: Journal of organizational change management Vol. 19; no. 4; pp. 491 - 502
• Main Authors: Luscher, Lotte S, Lewis, Marianne, Ingram, Amy
• Format: Journal Article
• Language: English
• Published: Bradford Emerald Group Publishing Limited 01.07.2006
• Subjects: Action research; Best practice; Case studies; Collaboration; Communication; Complexity; Construction; Dynamical systems; Dynamics; Labels; Organizational change; Paradoxes; Reflection; Role ambiguity; Social construction; Teams; Toy industry; Organizational change; Role ambiguity
• ISSN: 0953-4814; 1758-7816
• DOI: 10.1108/09534810610676680

Purpose - The purpose of this paper is to explain how paradox has become a common label for the organizational complexity, ambiguity and equivocality accentuated by change.Design methodology approach - As a label, paradox is socially constructed - the product of actors' daily discourses. Applying a constructivist lens and insights from systems theories, the paper explores the nature and dynamics of paradox related to changing organizations. Building from related studies, the paper proposes a framework that details recurring paradoxes, their communicative sources, and their paradoxical interplay. This action research study of the Lego Company provides an integrative example.Findings - Most organizational phenomena that one makes the subject of study are brought out through our own social interactions. Processes and product are two sides of the same coin. Exploring paradoxes often creates circles of reflection. An understanding of paradox does not solve problems, but rather opens new possibilities and sparks circles of even greater complexity.Originality value - The paper provides a critique of "resolution", identifying responses to paradox that may energize change.