- The Oxford Handbook of Organizational Paradox
- Foreword: Paradox in Organizational Theory
- List of Figures
- List of Tables
- List of Contributors
- Introduction: The Paradoxes of Paradox
- Ad Fontes: Philosophical Foundations of Paradox Research
- Psychoanalytic Theory, Emotion, and Organizational Paradox
- A Road Map of the Paradoxical Mind: Expanding Cognitive Theories on Organizational Paradox
- What Paradox?: Developing a Process Syntax for Organizational Research
- Organizational Dialectics
- Circumventing the Logic and Limits of Representation: <i>Otherness</i> in East–West Approaches to Paradox
- Critical Management Studies and Paradox
- Beyond Managerial Dilemmas: The Study of Institutional Paradoxes in Organization Theory
- Paradoxes of Organizational Identity
- Alternate Prisms for Pluralism and Paradox in Organizations
- Paradox in Positive Organizational Scholarship
- Managing Normative Tensions within and across Organizations: What Can the Economies of Worth and Paradox Frameworks Learn from Each Other?
- The Role of Irony and Metaphor in Working through Paradox during Organizational Change
- Reflections on the Paradoxes of Modernity: A Conversation with James March
- Paradox at an Inter-Firm Level: A Coopetition Lens
- Pathways to Ambidexterity: A Process Perspective on the Exploration–Exploitation Paradox
- Gender and Organizational Paradox
- Navigating the Paradoxes of Sustainability
- The Paradoxes of Time in Organizations
- On Organizational Circularity: Vicious and Virtuous Cycles in Organizing
- Tensions in Managing Human Resources: Introducing a Paradox Framework and Research Agenda
- Looking at Creativity through a Paradox Lens: Deeper Understanding and New Insights
- “I Am … I Said”: Paradoxical Tensions of Individual Identity
- The Paradoxical Mystery of the Missing Differences between Academics and Practitioners
- Paradox in Everyday Practice: Applying Practice-Theoretical Principles to Paradox
- Methods of Paradox
- Expanding the Paradox–Pedagogy Links: Paradox as a Threshold Concept in Management Education
- Paradox and Polarities: Finding Common Ground and Moving Forward Together: A Case Study of Polarity Thinking and Action in Charleston, South Carolina
Abstract and Keywords
This chapter investigates the relationship between paradox and the logical typing of classes and members. Class-based thinking affords efficiency in communication and the progressive, additive development of knowledge, but also creates fissures, shortcuts, truncations, and delimitations that generate paradoxical confusion when the rough ground of experience is brought into communion with the smooth conceptual space occupied by classes and members. The chapter explores possibilities for a different form of analytic reasoning manifest in a physiologically adapted style of movement that emphasizes interconnectedness and interdependency, which Gregory Bateson calls “grace”: the successful integration of smaller with wider arcs of awareness. This is developed here into a method for studying organizational phenomena using the example of an organizational routine, arguing that this may be one way of analytically appreciating the interactive systems that forever evade our conscious and conceptual grasp.
Robin Holt, University of Liverpool, UK.
Mike Zundel, University of Liverpool, UK.
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