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I've
been searching for ways to operationalize paradoxes and your
four component typology has been the most concrete and useful
framework I've come across.
Apivat
(Paul) Hanvongse
PhD Student
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Solving
Impossible Problems
is very rich with models, patterns, and ways of thinking through
'problems' to solutions. And for anyone new to this
field, this book would be one that a person could read again
and again and again and keep mining rich nuggets from!
L.
Michael Hall
Author
...a
very worthwhile book which will be very helpful to anyone
grappling with the ambiguities and paradoxes of today's challenges,
whether as organisational leaders or as individuals going
about their daily lives.
Linda
Holbeche
Author & Research & Practice Director, CIPD
Your
book
is addictive!
Jacqueline
Dowsing
Senior Learning & Development Officer
Broadens
perspectives and options, linking into proven business models...
a very 'user friendly' book.
Henrietta
Laitt
Trainer, Coach, Supervisor, Psychotherapist
For
those interested in how, when, why (etc!) paradox and tensions
arise, manifest and impact in business environments, Joe's
book is a must... there are few in the current marketplace
who understand the dynamics of paradox management as well
as Joe. Joe's work is typically well referenced, robustly
argued, measured, masterfully written and compelling.
Ed
Luttrell
Director & Principal Coach
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Say
goodbye to organisational dilemmas, tensions, conflicts and stress
with Solving Impossible Problems.
Impossible problems are those that
will not easily be solved. They twist and turn and defy resolution.
When you think you have them nailed down, they loop, split and flip,
taking you round in circles until you find yourself back at square
one.
The ability to manage tensions, paradox
and uncertainty in business is becoming a much sought after leadership
skill.
'Paradox Management' is a new but increasingly
essential field in the area of business management and will be highly
influential in the ongoing sanity and success of all organisations
and of the people who work for them.
Solving Impossible Problems will give you a greater understanding
of organisational tensions and paradox. You will learn how to recognise
these 'twisty turny' problems and then use practical tools to resolve
them or use them for innovation.
This
book is a unique guide to greater innovation, heightened wellbeing
and enhanced thinking power through the revolutionary process of
Paradox Management.
CONTENTS
Introduction
*
What are impossible problems?
* Researching impossible
problems: The 'Paradox Study'
* Exploring impossible
problems
Organisational
Paradox
*
What is paradox?
* Three forms of
paradox
* Is paradox always
negative?
* Why understand
and manage paradox?
The
Dynamics and Types of Organisational Paradox
*
From polarity to tensions
* Dynamics of paradox
* Types of paradox
* Perspectives
of paradox: System and individual
* Mapping and diagnosing
paradox
Recognising
Impossible Problems: Symptoms and Language
*
Symptoms of impossible problems
* Learned helplessness
* Group behaviours
and organisational mood
* The language
of paradox and tensions
Layers
of a Problem
*
How layers are built
* Organisational
defences
* Defensive layers
* Recognising organisational
defences
* Addressing organisational
defences
Organisational
Models for Scoping & Exploring Impossible Problems
*
Where do impossible problems occur within organisations?
* Models for exploration
Deeper
Understanding: The Thinking and Language of Paradox
*
Duality thinking, beliefs and the self-fulfilling prophecy
* Subject and object
* The embodiment of thinking and the dualistic brain
* Either/or thinking
* Positioning – right and wrong
* Negation
* Nominalisations
* Cultural thinking
Thinking
Patterns that Transcend Problems
*
Thinking beyond the problems 'going meta'
* Layers of meta
* Logical levels
* The organisation as a hierarchy
* Sorting out levels and hierarchies
Four
Thinking Logics
*
Methods of thinking: Logic
* Formal logic
* Fuzzy logic
* Dialectic logic
* Trialectic logic
Maintaining
Polarity: The Formal Logic Approach
*
Dilemma or decision?
* Holding the paradox open and keeping the tension going
* Polarity management
Somewhere
in the Middle: The Fuzzy Logic Approach
*
Fuzzy logic – seeing the continuum
* Fuzzy logic in ethical dilemmas
Synthesis:
The Dialectic Approach
*
What is dialectic logic?
* Dialectic Techniques
* Using the dialectic approach for model making
Changing
Perspective: The Trialectic Approach
*
What is trialectic logic?
* Reframing
* Denominalising: 'Unsticking' the paradox
* The reframing/denominalising relationship
Managing
Uncertainty and Ambiguity
*
Handling uncertainty and ambiguity
* The positive side of uncertainty?
* Types of uncertainty
* Preventing uncertainty
Managing
Conflict and Disagreement
*
Conflict and disagreement
* Approaches to managing conflicting positions
* Is win/win really possible?
* Directions of thinking: 'Chunking up' and 'chunking down'
* Negotiating through conflict
* The stages in more detail
* Resolving conflict
Paradox
Management as an OD Intervention
*
The case for paradox management
* Challenges for paradox management
* Can paradox be managed?
* Paradox management as an organisational development tool
* Measuring the immeasurable
Appendix
1: The Paradox Management Process
Appendix
2: Principles of Paradox Management
References
About
the Author and The GWiz Learning Partnership
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