Managing Paradox The Learning Organisation

1. Managing ParadoxThe Learning Organisation • Paradox and the Management of Change • Learning Organisations • Learning Managers • Task Think of an organisation with which you are familiar and as yourself the following questions: • What are the paradoxical features of this organisation? • How can an awareness of paradox help managers in a change situation?

2. Task Continued • Invest in a good quality newspaper that has a substantial business section and look for evidence of organisational learning. • Reading • Handy,C. (1994) The Empty Raincoat’- Chap on Paradox • Mullins,L. (1998) Management and Organisation Behaviour - Page129 • Argyris,C. and Schon,D. (1997) Organisational Learning: Theory, Method and Practice

3. Paradox and the Management Of Change • Paradox is’ a seemingly contradictory statement that is in essence true.’ for example Systems that are designed to empower employees in an organisation can actually produce an increase in monitoring and control. Typical Paradoxical tensions Innovation……………………..Reduce Risk Reduce staff…………………..Increase morale Decentralize…………………..Retain control Low costs……………………..High quality

4. Charles Handy on Paradox • ‘I no longer believe in a theory of everything, or in the possibility of perfection. Paradox I now see to be inevitable, endemic and perpetual. The more turbulent the times, the more complex the world, the more the paradoxes.’ • The Paradox of Intelligence • A key commodity • A portable commodity • The Paradox Work • Overwork • No work

5. The Paradox of productivity • producing more with less • The Paradox of time • never enough time • there has never been so much time • The Paradox of riches • conspicuous poverty • abject poverty • The Paradox of organisation • Global yet local • Small in some ways but large in others • Centralized but also decentralized

6. The Paradox of Individualism • Individualism is suppressed • Demand for knowledge and initiative • The Paradox of Justice • Profit more than people • The need for a more humanistic approach

7. Managing Paradox • Gareth Morgan • Recognize that both dimensions have merit • Target the contradictions that are important • Reframe the contradictions • Attempt to integrate competing elements • Charles Handy • The Sigmoid Curve • The Doughnut Principle • The Chinese Contract

8. The Learning Organisation • ‘…an organisation skilled at creating,acquiring and transforming, and then modifying its behaviour to reflect that new knowledge and insight.’ • Characteristics of a Learning Organisation • systematic problem solving • experimentation • reflexive and flexible • effective knowledge transfer • systems and procedures to support learning

9. Integration of a learning philosophy into operational decision making • self sustaining and self controlling • Single and Double loop Learning • Argyris and Schon (1996) • Single Loop Learning- Takes place within existing systems and is concerned with detecting and correcting errors. Once an error has been corrected, the system remains unchallenged and unchanged

10. Double Loop Learning • This involves changes in the values and dominant frames of reference. • Deuterolearning • A higher form of learning, whereby the organisation instills a ‘learning to learn’ culture. • Openness • Flexibility • Autonomy • Enquiry

11. The characteristics of Learning Managers • Resourceful, self directed, inquisitive and creative. • Less concerned with organisational politics and impression management • Honest with themselves and with others • Exercise critical self reflection

12. Critique of the Learning Organisation • Just another fashion/fad? • Power and politics in organisations • Bounded rationality • ‘Superstitious’ learning