By Joe Cheal
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Extra resources for Solving Impossible Problems: Working Through Tensions and Paradox in Business
Example text
My goal for you is that in reading this book you will probably, like Charles Handy, see paradoxes everywhere. You will begin to see and feel the movement/dynamics of paradox as people describe situations to you. You will be able to map out the process of the problem and the layers/levels. And then you will see a ‘mess of paradoxes’ becoming a manageable ‘shape’. For those who wish to explore further, I have referenced other literature and where material has come from. This will be useful for my fellow researchers.
Production then go mad trying to sort out the delivery and are then in turn hampered by Quality Control who have a backlog of things they need to test and trial properly. Some organisations have businesses within the business. A retail company I worked with was in competition with itself on the high street. It had three brands and people could go from one shop to the other haggling best price. Internally, people from one brand were not allowed to talk to people in the other brand. Needless to say, one of the brands was eventually closed down and merged into one of the other brands because it was losing money.
Horn (1983) suggests that organisations themselves are self referential as they are systemic, where every part has a cause and effect relationship with every other part and hence the parts act in a circular fashion. An HR department often governs itself, applying employment law and pay etc. Who quality controls the quality control department? Usually it controls itself. The IT department is self referential too when it comes to fixing its own computer systems. We could have an organisational version of Bertrand Russell’s ‘barber paradox’ here about the IT department that declares that due to shortage of resources they will only fix the computers of people who cannot fix computers for themselves.