6. Organising for Design Innovation

Question 1

definition of a paradox - lewis 2000

Answer 1

logical in isolation but absurd and irrational when simultaneous

Question 2

3 components of paradoxes - lewis 2000 (3 levels you can find paradoxes)

Answer 2

tensions, reinforcing cycles, management

Question 3

3 components of paradoxes - TENSIONS

Answer 3

sources of paradoxes

Question 4

two types of reinforcing cycles

Answer 4

vicious and virtuous cycles

Question 5

vicious cycles

Answer 5

defensive - actions like regression, projection, denial

Question 6

virtuous cycles

Answer 6

accept/resolving - viewing tensions as an opportunity for creativity

Question 7

paradoxical thinking

Answer 7

looking for paradoxes in order to construct a more accommodating concept of opposites

Question 8

4 types of organisational paradoxes

Answer 8

PLOB performing, learning, organising, belonging

Question 9

4 types of organisational paradoxes - learning

Answer 9

old vs new

Question 10

4 types of organisational paradoxes - organising

Answer 10

control vs flexibility

Question 11

4 types of organisational paradoxes - belonging

Answer 11

individuality vs group affiliation

Question 12

4 types of organisational paradoxes - performing

Answer 12

conflicting demands

Question 13

paradoxes of innovation - 4 levels

Answer 13

top management, project, group, individual

Question 14

ambidextrous organisations

Answer 14

EXPLOIT the present time and resources, EXPLORE the new and unconventional products and markets

Question 15

negatives of organisational ambidexterity

Answer 15

over-exploitation can be self destructive, over-exploration is too risky and ignore current core competencies

Question 16

3 coping mechanisms for managing paradoxes

Answer 16

acceptance, confrontation, transcendance