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Understanding pragmatic paradoxes: When contradictions become paralyzing and what to do about it

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  • Pina e Cunha, Miguel
  • Rego, Arménio
  • Berti, Marco
  • Simpson, Ace Volkmann

Abstract

Integration of paradoxes (i.e., interdependent yet contradictory tensions such as stability and change, learning and performing, or the individual and the collective) have recently been recognized as sources of synergy and competitive advantage. When adequately navigated, paradoxes may promote innovation, which favors generative complementarities. However, not all paradoxes have such generative effects. Pragmatic paradoxes (i.e., managerially imposed contradictory demands that must be disobeyed to be obeyed) tend to create paralyzing catch-22 situations. Like weeds to a flower, pragmatic paradoxes may also grow alongside the generative type. We explore the conditions in which pragmatic paradoxes become invasive in organizations, identify their main characteristics and symptoms, discuss their roots, and recommend potential approaches to their eradication.

Suggested Citation

  • Pina e Cunha, Miguel & Rego, Arménio & Berti, Marco & Simpson, Ace Volkmann, 2023. "Understanding pragmatic paradoxes: When contradictions become paralyzing and what to do about it," Business Horizons, Elsevier, vol. 66(4), pages 453-462.
    • Handle: RePEc:eee:bushor:v:66:y:2023:i:4:p:453-462
    DOI: 10.1016/j.bushor.2022.09.004
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    References listed on IDEAS

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    1. Mats Alvesson & André Spicer, 2012. "A Stupidity-Based Theory of Organizations," Journal of Management Studies, Wiley Blackwell, vol. 49(7), pages 1194-1220, November.
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