The best practice to deal with paradoxes is to strike the right balance, no silo thinking, no binary or extreme thinking, but leverage systems thinking and holistic thinking to understand complex situations and solve problems innovatively.
Paradoxes are conflicting choices or conditions that demand equal attention: With “VUCA” new normal, there are many concepts that seem to be opposite, indeed, they are complementary, such as simplicity vs. complexity; innovation vs. standardization; individualism vs. communitarianism, confidence vs. humility; stability vs. dynamic, etc. At a silo, perhaps you only see or understand one side, believe it’s right, and then assume the other side must be wrong. But if you stand at the right angle to see both sides, you know even they are different, but both hold part of the truth in it. The paradoxical logic helps us understand the interdependent components, provide insight into the emergent properties, and gain an accurate understanding of the overall situation. Without broad knowledge, profound insight, and ultimate wisdom, you can not understand both sides of the coin cohesively.
In essence, the paradox fluency is about the balance; with paradoxical thinking to connect the dots, even at the opposite side to spur creativity: The reality today is complex, uncertain and ambiguous. Whether you are vague about identity, or identity with vagueness, there are a multitude of issues that affect decision-making and action, some of which have spawned whole new fields of inquiry. In essence, the paradox fluency is about the balance of asking and answering; induction & deduction, analysis & synthesis, candor and diplomacy, etc. Interdisciplinarity and paradox are the rare and precious dots to the next level of innovation because often creative outcomes may come from recombining ideas in different ways to create the fresh ideas or the new ways to solve the old problems.
Paradoxical Quotient is multidimensional intelligence: Leading complex digital organizations is a challenge that transcends rational management and that requires paradoxical capabilities and cognitive/behavioral complexity and competencies that distinguish great leaders from others. Business leaders today need to be highly intelligent and innovative, have to present a set of unconventional intelligence and play many paradoxical roles effortlessly. They should build the breadth of leadership capabilities and wisdom to handle many situations, and they need to be sophisticated and demonstrate high paradoxical intelligence. It’s about understanding situations as a two-sided coin, leading at front and leading from behind accordingly.
The best practice to deal with paradoxes is to strike the right balance, no silo thinking, no binary or extreme thinking, but leverage systems thinking and holistic thinking to understand complex situations and solve problems innovatively. It means balancing powerful, often paradoxical, priorities while delivering meaningful and valuable results.
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