Challenging A Theoretical Paradox

The notion of paradox dates back to ancient philosophy, yet only recently have scholars started to explore this idea in organizational phenomena. Two decades ago, a handful of provocative theorists urged researchers to take seriously the study of paradox, and thereby deepen our understanding of plurality, tensions, and contradictions in organizational life. Studies of organizational paradox have grown exponentially over the past two decades, canvassing varied phenomena, methods, and levels of analysis. These studies have explored such tensions as today and tomorrow, global integration and local distinctions, collaboration and competition, self and others, mission and markets. Yet even with both the depth and breadth of interest in organizational paradoxes, key issues around definitions and application remain. This handbook seeks to aid, engage, and fuel the expanding interest in organizational paradox. Contributions to this volume depict how paradox studies inform, and are informed, by other theoretical perspectives, while creating a resource that enables scholars to learn about and apply this lens across varied organizational phenomena. The increasing complexity, volatility, and ambiguity in our world continually surfaces paradoxical dynamics. Thus, this handbook offers insights to scholars across organizational theory.

Interdisciplinary Dialogues on Organizational Paradox is an innovative two-part volume that enriches our understanding about paradox; both deepening the theory and offering greater insight to address grand challenges we face in the world today. Part A: Learning from Belief and Science explores the realms of beliefs and physicality.

Saving Truth from Paradox is an ambitious investigation into paradoxes of truth and related issues, with occasional forays into notions such as vagueness, the nature of validity, and the Gödel incompleteness theorems. Hartry Field presents a new approach to the paradoxes and provides a systematic and detailed account of the main competing approaches. Part One examines Tarski's, Kripke’s, and Lukasiewicz’s theories of truth, and discusses validity and soundness, and vagueness. Part Two considers a wide range of attempts to resolve the paradoxes within classical logic. In Part Three Field turns to non-classical theories of truth that that restrict excluded middle. He shows that there are theories of this sort in which the conditionals obey many of the classical laws, and that all the semantic paradoxes (not just the simplest ones) can be handled consistently with the naive theory of truth. In Part Four, these theories are extended to the property-theoretic paradoxes and to various other paradoxes, and some issues about the understanding of the notion of validity are addressed. Extended paradoxes, involving the notion of determinate truth, are treated very thoroughly, and a number of different arguments that the theories lead to "revenge problems" are addressed. Finally, Part Five deals with dialetheic approaches to the paradoxes: approaches which, instead of restricting excluded middle, accept certain contradictions but alter classical logic so as to keep them confined to a relatively remote part of the language. Advocates of dialetheic theories have argued them to be better than theories that restrict excluded middle, for instance over issues related to the incompleteness theorems and in avoiding revenge problems. Field argues that dialetheists’ claims on behalf of their theories are quite unfounded, and indeed that on some of these issues all current versions of dialetheism do substantially worse than the best theories that restrict excluded middle.

Paradoxes, contrary propositions that are not contestable separately but that are inconsistent when conjoined, constitute a pervasive feature of contemporary organizational life. When contradictory elements are constituted as equally important in day-to-day work, organizational actors frequently experience acute tensions in engaging with these contradictions. This Element discusses the presence of paradoxes in the life of organizations, introduces the reader to the notion of paradox in theory and practice, and distinguishes paradox and adjacent conceptualizations such as trade-off, dilemma, dialectics, ambiguity, etc. This Element also covers what triggers paradoxes and how they come into being whereby the Element distinguishes latent and salient paradoxes and how salient paradoxes are managed. This Element discusses key methodological challenges and possibilities of studying, teaching, and applying paradoxes and concludes by considering some future research questions left unexplored in the field.

This insightful Elgar Introduction comprises the first effort to provide a succinct overview of the field of organizational paradox theory, exploring contradictions and tensions in organizational settings. By conceptually mapping the field, it offers guidance through the literature on paradox, making space for new interpretations and applications of the concept.

The Paradoxical Brain focuses on a range of phenomena in clinical and cognitive neuroscience that are counterintuitive and go against the grain of established thinking. The book covers a wide range of topics by leading researchers, including: • Superior performance after brain lesions or sensory loss • Return to normal function after a second brain lesion in neurological conditions • Paradoxical phenomena associated with human development • Examples where having one disease appears to prevent the occurrence of another disease • Situations where drugs with adverse effects on brain functioning may have beneficial effects in certain situations A better understanding of these interactions will lead to a better understanding of brain function and to the introduction of new therapeutic strategies. The book will be of interest to those working at the interface of brain and behaviour, including neuropsychologists, neurologists, psychiatrists and neuroscientists.

Future Risks and Risk Management provides a broad perspective on risk, including basic philosophical issues concerned with values, psychological issues, such as the perception of risk, the factors that generate risks in current and future technological and social systems, including both technical and organizational factors. No other volume adopts this broad perspective. Future Risks and Risk Management will be useful in a variety of contexts, both for teaching and as a source book for the risk professional needing to be informed of the broader issues in the field.

Andinmy haste, I said: “Allmenare Liars” 1 —Psalms 116:11 The Original Lie Philosophical analysis often reveals and seldom solves paradoxes. To quote Stephen Read: A paradox arises when an unacceptable conclusion is supported by a plausible argument from apparently acceptable premises. [...] So three di?erent reactions to the paradoxes are possible: to show that the r- soning is fallacious; or that the premises are not true after all; or that 2 the conclusion can in fact be accepted. There are sometimes elaborate ways to endorse a paradoxical conc- sion. One might be prepared to concede that indeed there are a number of grains that make a heap, but no possibility to know this number. However, some paradoxes are more threatening than others; showing the conclusiontobeacceptableisnotaseriousoption,iftheacceptanceleads to triviality. Among semantic paradoxes, the Liar (in any of its versions) 3 o?ers as its conclusion a bullet no one would be willing to bite. One of the most famous versions of the Liar Paradox was proposed by Epimenides, though its attribution to the Cretan poet and philosopher has only a relatively recent history. It seems indeed that Epimenides was mentioned neither in ancient nor in medieval treatments of the Liar 1 Jewish Publication Society translation. 2 Read [1].