Paradexity: the convergence of paradox and complexity

Abstract

Purpose

The aim of this paper is to propose a theory about the convergence of paradox and complexity and the consequences of this.

Design/methodology/approach

The author conducts an ongoing series of conversations with a range of thinkers in the academic and commercial domains

Findings

The paper finds that paradox and complexity are merging into “paradexity”. This can be observed in technological advancements that depersonalise, saturate, accelerate, and fragment the world we experience. It is contributing to the emergence of a new set of paradigms – the emotional economy, sense‐making, time expansion, and communities of interest – that will require developing four core capabilities: care, wisdom, attention and conversation.

Research limitations/implications

Further rigorous testing would be required to confirm the validity of the views expressed.

Practical implications

This paper has significant implications for the way people engage with one another and the way we organise our workforces, and offers suggestions for ways individuals and society can flourish in this environment.

Originality/value

The paper recognises the convergence of paradox and complexity and the need to work within this construct, rather than eliminate or minimise either. It would be of value to senior business leaders, human resource directors, and those involved with public policy who wish to design more effective organisations and societies.

Citation

Howard, A. (2010), "Paradexity: the convergence of paradox and complexity", Journal of Management Development, Vol. 29 No. 3, pp. 210-223. https://doi.org/10.1108/02621711011025759