PARADOXICAL THINKING

Paradoxical Thinking



Paradoxical Thinking

National University

MGT 605 - Organizational Management and Leadership



Prof. Mark Dannenberg

November 2010.

Annia Miranda

Student ID # 020021372

Table of Contents

Abstract………………………………………...………page 3

Part 1 - Introduction/ Definition……………………………….. page 4

The Systems Thinking Approach

The Paradoxical Thinking Approach



Part II - Provide an example of a company that demonstrates paradoxical thinking……………………page 6

Part III- Discuss whether or not one can learn paradoxical thinking and discussion the reasons for your answer…………………………....page 7

Part IV - Paradoxical thinking is one of eight skills related to intelligence. Discuss why it is probably the least used……………………………page 7

Part V - Summarize your understanding of how management and leadership can utilize paradoxical thinking to improve the organization……………………………..page 8

Abstract

System Thinking and Paradoxical thinking relate to one another; as organizations and individuals must become “adaptable/flexible and stable/controlled” (Becoming a Master Manager, 2007, page 350) to succeed in today's world. As we live in changing, unpredictable environments, in order to be successful companies, as well as individuals must move from a predictable, adaptive approach to a more innovative, outside-the-box thinking.

Part I - Introduction and Definition

The System Thinking Approach

The systems thinking approach was popularized in the book “The Fifth Discipline” by Peter Senge, which explains that System Thinking is “a discipline for seeing wholes. It is a framework for seeing interrelationships rather than things, for seeing patterns of change rather than static snapshots.” The main idea that lie behind the Systematic Thinking approach is that everything interrelate with everything else and explains our environment in a structured, predictable way. Additionally, the Systematic Thinking concept views the world as a static, fixed environment, where is no need to bother with big changes along the way, as events are perceived as simple one way, cause-and-effect. Peter Senge also describes Systems thinking as “a framework for seeing interrelationships rather than things, for seeing ...