The Learning Spiral: A Process Perspective on Paradox
By Sebastian Raisch, Timothy J Hargrave, Andrew H. Van de Ven. Journal of Management Studies, 2018
114 citations recorded by the source corpus.
Paradox theory enables management research to replace either/or thinking with more integrative both/and approaches. Despite this achievement, greater theoretical complexity is needed to account for paradoxical tensions’ intricacies. We use dialectics theory to unpack the learning processes through which organizational members and collectives build their capacity to understand and cope with complex tensions over time. Building on these insights, we develop a paradox process model that resembles a learning spiral, in which organizations move through stages of convergence and divergence. During the convergence stages, they learn about and refine their current worldviews by constantly moving between the tension’s poles. During the divergence stages, they move beyond dynamic equilibrium to reach a higher understanding of tensions and their management. While organizations caught in equilibrium are prone to stasis and demise, those that move beyond equilibrium can achieve sustainability.
Subfields: Management Science and Operations Research, Organizational Behavior and Human Resource Management, Strategy and Management
View Paper: https://www.semanticscholar.org/paper/f7e6f433e8ce67fb27c276375bff5d92aaea7cd3
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In Management Science and Operations Research
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Citations in the corpus
- Artificial Intelligence and Management: The Automation–Augmentation Paradox (2020, background): “Taking a process view of paradox reveals a cyclical relationship between opposing forces (Putnam, Fairhurst, & Banghart, 2016; Raisch, Hargrave, & van de Ven, 2018).”