Pat Culhane - Investigating the Role of Paradoxical Thinking and its Effectiveness in Managing Decision-Making for Strategy Implementation
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This is a presentation by Pat Culhane at the 2018 Professional Doctorate Student Conference at Glasgow Caledonian University in Scotland on: " Investigating the Role of Paradoxical Thinking and its Effectiveness in Managing Decision-Making for Strategy Implementation ". The purpose of the presentation is to highlight the development of the early stages of his thesis. Also, Pat emphasizes his motivations for focusing on paradoxical thinking, particularly on the interplay between intuition and rationality. For more information about Pat Culhane and his experiences as a doctoral student, see: Website/Blog: patculhane.ie Twitter: @Pat_Culhane Facebook: facebook.com/drpatculhane LinkedIn: linkedin.com/in/drpatculhane #ProfDockers
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Pat Culhane - Investigating the Role of Paradoxical Thinking and its Effectiveness in Managing Decision-Making for Strategy Implementation
- 1. Investigating the role of paradoxical thinking and its effectiveness in managing decision-making for strategy implementation. Pat Culhane Professional Doctorate Student Conference Glasgow Caledonian University 18.01.2018
- 2. Paradoxical Thinking Either / Or Both / And
- 6. Aim Enhance understanding of how managers approach intuition- rationality tensions related to decision-making for strategy implementation.
Editor's Notes
- Madam Chairperson, academic staff, fellow students – welcome to my presentation today on TITLE. The purpose of this short presentation is provide is to introduce to my thesis topic and provide a rationale for undertaking this research.
- Think about a choice you’ve had to make; life-changing or mundane Did you make the choice? We tend to frame our choices as right v wrong. Many of us tend to look at the world as black or white; male female; guilty innocent. Perhaps that way of thinking about our choices is, perhaps, somewhat limiting………..An alternative may enable out creativity, sustain our curiosity and change society for the better. Organisational leaders face tensions all the time; like the breadth of products or depth of a few………do we focus globally or stay local?......Do we propagate a culture of collaboration & teamwork or based on individual achievement and competition? Preference for consistent decision making; can be beneficial……however, it can also be can also be limiting; this type of decision-making assumed that we have an CLICK Either/Or choice; i.e. pick one or the other; It misses the possibility that we can embrace, engage, accept both sides simultaneously; that we attend to a CLICK Both-And thinking – what is also know as paradoxical thinking. Paradoxes are ideas or elements that might seem completely rational, independent of one another, but contradictory, even, perhaps, absurd when juxtaposed (e.g. good and evil; right and wrong; in motion and at rest). A paradoxical approach is actively brining together those opposing ideas, to be able to come up with new creative ideas.
- Both intuition and rationality can play important roles in strategic decision making. Management literature has traditionally regarded strategic decision making as a prevalently rational process: analytical, linear, and step-by-step. A growing body of literature suggests that optimal strategic decision making can require both rationality and intuition. However, they are fundamentally different and their conjoint often results in tension, with rational decision-makers not easily accommodate intuitive thinking. Where practices of rational and intuitive decision-making are equally acceptable for addressing a problem, their combined application results in tensions, because the people on both sides have a tendency to concentrate on the contradictions between the two poles of a paradox. By embracing a paradoxical perspective, both organisational leaders can deal with these conflicting forces simultaneously, thereby contibiting to effective
- Strategy implementation is integral to the enhancement of organisational performance outcomes. Research shows that 70 percent of new strategies fail to be implemented by organisations, and that 95 percent of employees have little or no knowledge of their organisations. Much of the management literature argues that the majority of managers focus more on formulating strategy than implementing it, witch has largely been neglected and the outstanding challenges it presents. Specifically, there is a lack of research
- The aim of the research is to enhance understanding how managers approach paradoxical tensions related to decision-making for strategy implementation through the establishment of a conceptual framework that managers can use as a diagnostic tool to consider the role of paradox thinking and its effectiveness for managing such tensions.
- The main objectives of the study are to: Conduct a critical review of the related literature To conduct empirical research with managers of strategy implementation decision-making to examine perspectives on how the role of paradox thinking and its effectiveness for managing related paradoxical tension; To develop a conceptual framework that can be used as a diagnostic tool to consider the role of paradox thinking and its effectiveness for managing related paradoxical tensions affecting decision-making for strategy implementation.
- Sport isn’t rational; chaing a pieces of leather around a grass pitch; takes people of the mundanity of life to be patrt of something “This is the greatest day of my like; I can die happy now” Sport takes On a personal lecvelUltimately,