Paper Example on Paradoxical Thinking Technique and How It Affects Organizations

Introduction

Organizational success depends significantly on how the top management utilizes their cognitive abilities in handling issues and thinking over the most critical factors that affect it (Keller & Price, 2011). One of the cognitive ways of thinking over issues is the paradoxical thinking technique. The paradoxical thinking can be defined as a method in which an individual approach a problem in a manner that would be easily regarded as the direct opposite of the natural way of reacting to the problem (Chen, 2011). In this case, an individual approaches the problem by considering the external tangible facts, and then logically reasons out to conclude the cause and the best solution to the problem (Groves, Vance, & Paik, 2008). One major challenge with the paradoxical thinking technique is that sometimes it ignores the intangible factors that affect the situation, hence making it difficult to accept any other explanation for a particular problem.

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As such, paradoxical thinking can be viewed as reasoning that entails the characters of a paradox (having two or more sides that oppose each other but can be right at the same time) (Chen, 2011). This paper will, therefore, evaluate the paradoxical thinking method, and how it can be utilized in the CVF model. The article will also begin by analyzing an organization that employed paradoxical thinking in its operations.

Google LLC Use of Paradoxical Thinking

In this part of the paper, the utilization of paradoxical thinking in Google LLC will be analyzed. Google LLC is an American conglomerate which specializes in the development of technology products and provision of services for the organization of information (Bloomberg, 2018). Similarly, Google LLC provides Google Apps that enables people from anywhere at any time on any device, together with the products such as Google Maps Application Programming Interface; and Google Earth Enterprise. Initially, the company was referred to as Google Inc. before changing its name to Google LLC in August 2015 (Bloomberg, 2018). Google LLC was formed in the year 1998, and since then has maintained its headquarters at the Mountain View, California. Currently, Google LLC exists as a subsidiary of Alphabet Inc. (Bloomberg, 2018).

Following the continued creation of different new virtual world full of application for internet users, Google LLC can be viewed as a market leader in the technological industry. Google's team of engineers have enabled the company to record rapid growth due to its strong R&D investment as well as efficiency in responding to all the customer demands as soon as they arise. One of the main reason for Google LLC's success since its foundation in 1998 is the top management's emphasis on enabling paradoxical thinking climate within the operations of Google LLC (Stoltzfus, Stohl, & Seibold, 2011).

One of the main principles of paradoxical thinking application in an organization is that an institution has to allow its employees to adopt the open and innovative culture. This culture has helped Google LLC employees to develop the culture of thinking a wider variety of imaginative and compelling ideas that are lacking in the market. As a result, Google became the first institution to identify the essence of developing an online search engine that would enable people from anywhere to get access to information through a simple click (Google, 2018). As the company thought about introducing such services to the market, it faced stiff opposition from the traditional organizations, who viewed the idea at the time as being both unachievable and unrealistic, hence the first instance of paradoxical thinking. Irrespective of the discouraging comments, Google owners motivated its employees, which in turn did not let them down in the implementation of the ideas.

Google has managed to offer the necessary environment for its employees, which has enabled the employees to employ the concept of paradoxical thinking successfully. The most notable paradoxical thinking concepts are evident in the Google products and services as well as its advertisement mechanisms. At Google, employees are encouraged to come up with new ideas. These ideas are then shared with the management, who review them, identify the most compelling ones and then modify them before implementations. The mode of operation at Google LLC is paradoxical since it operates on a Loose-Tight structure that affords the employees the autonomy of work but at the same time expecting them to maintain compliance with the Google's unified philosophy (Korn & Silverman, 2012). The paradoxical thinking has been evident in the way Google comes up with its new products such as the Google Map, Google Notebook, which are all ideas of its employees implemented after resistance and modification to consider both the opposing factors for the implementation.

Learning the Paradoxical Thinking

The primary requirement of effectively implementing the paradoxical thinking is that an individual has to think outside the box, and then conduct an in-depth evaluation of the different aspects of an idea since it can lead to the realization of a new notion lacking in the market (Lovy, 2011). In this case, it is possible to learn the paradoxical thinking approach since an individual only needs to change his/her thinking patterns. One becomes fully aware of his/her paradox, in turn helping a person shift his/her perception to understand his/her different qualities fully.

Typically, a person will naturally label his/her negative qualities as defective, thereby limiting his/her ability to notice the positive aspects of such negative attributes. However, as he/she changes the approach to thinking, the person gradually realizes that actually, the perceived negative traits have hidden positive virtues in them. For instance, a person who is intolerance may not understand that he/she can resist pressure for compromise, which is a vital quality in some situations. In this case, the primary challenge is to learn the virtue of thoroughly and critically analyzing conditions before settling for the final stand on the next step. Once a person learns the virtue of turning his/her negative characters into strengths, the person becomes a better decision-maker since he/she has the power to remain calm and avoid being haste in handling issues.

There are generally eight skills relating to intelligence. Paradoxical thinking is one of them. However, psychologists suggest that paradoxical thinking is one of the least utilized skills concerning intelligence since one is forced to confront his/her fears to gain from them. This act requires a person to apply both courage and critical thinking concerning a situation as one will have to extract himself from his passions, biases, or emotions and accept several conceptualizations to resolve a situation.

An organization, therefore, needs to encourage its employees to evaluate even vague ideas since the paradoxical thinking assumes the existence of unique ideas from any situation. As such, an employee might realize such unique opportunity by playing with the vague idea to lead to further improvement of the overall efficiency of the firm. In this case, a person is supposed to be open-minded at all times, which will allow the person to learn new ideas even in areas unrelated to his/her profession.

Utilizing Paradoxical Thinking to Improve Organizations

Having shown that the primary requirements of the paradoxical thinking the availability of open working culture and introduction of innovative offerings, the top management has to ensure that an institution pays close attention to the two elements. The administration has to recognize and appreciate employees' efforts in new ideas to motivate the employees in their ideas' inputs further. As the employees get motivated, they develop a sense of importance to the organization, thereby becoming more motivated, hence enhanced creativity and innovation.

One of the models that can be utilized in improving the paradoxical thinking of an organization is the Competing Value Framework (CVF) model (Quinn, Faerman, Thompson & McGrath, 2011). According to this model, a firm's characteristic of continuity can only be achieved when the company becomes flexible and stable. In this case, the internal processes of the company have to be standardized and efficient, at the same time allowing room for elasticity to tackle unforeseen changes, thereby requiring the leaders of the company to adapt the paradoxical thinking approach. Leaders should, therefore, strive to improve their thinking qualities, which in turn will help in developing their social and emotional intelligence.

The four aspects of the CFV model requires the management to enhance the qualities of collaboration, competition, creativity, and control. Through the use of the CFV model, the administration can effectively implement the paradoxical thinking technique in enhancing the efficiency of the company.

Conclusion

Cause and effect thinking methods of thinking generally involve decision-making from history and data. On the other hand, the paradoxical thinking methods involve logically analyzing a situation taking in several aspects of the same in an open-minded approach to reach a final stand. A person has to critically think over a condition, taking into considerations the several contradicting alternatives to reach a final vantage conclusion which is much more profound. The paradoxical thinking leads organizations to make lasting and flexible solutions. Just like Google LLC, paradoxical thinking technique can create an inherent competitive advantage for an organization due to the increased competition in the market.

References

Bloomberg. (2018). Company Overview of Google LLC. Retrieved from https://www.bloomberg.com/research/stocks/private/snapshot.asp?privcapId=312932093

Chen, D. (2011). Creative paradoxical thinking and its implications for teaching and learning motor skills. Journal of Physical Education, Recreation & Dance, 82(9), 19-23,49-50.

Grooves, K., Vance, C. & Paik, Y. (2008). Linking Linear/Nonlinear Thinking Style Balance and Managerial Ethical Decision-Making. Journal of Business Ethics, 80(2), 305-325.

Keller, S. & Price, C. (2011). Beyond performance: How great organizations build ultimate competitive advantage. Hoboken, N.J.: Wiley.

Quinn, R. E., Faerman, S.R., Thompson, M.P. & McGrath, M.R. (2011). Becoming a master manager: A competing values approach, (5th ed.). Danvers: MA, John Wiley & Sons Inc.

Stoltzfus, K., Stohl, C. & Seibold, R. D. (2011). Managing organizational change: paradoxical problems, solutions, and consequences. Journal of Organizational Change Management, 24(3): 349-367.