From The Heart of Innovation: Organizations want structures, maps, models, guidelines, and systems. On the other hand, that’s all too often the stuff that squelches innovation, driving it underground or out the door. True innovation is about allowing room enough for paradox to be a teacher and guide — and to accept, at least for a little longer than usual, ambiguity, dissonance, and discomfort — the age-old precursors to breakthrough.
From Big Think: The Stockdale Paradox really defines the optimism that is most important in becoming a resilient person and that is, when you’re faced with a challenge or a trauma, you look at that challenge objectively. You might make the assessment, ‘I’m in really big trouble.’ You have a realistic assessment of what you’re facing. On the other hand, you have the attitude and the confidence to say, ‘But I will prevail. I’m in a tough spot, but I will prevail.’ That is the optimism that relates to resilience.
From Greg McKeown at Harvard Business Review: Why don’t successful people and organizations automatically become very successful? One important explanation is due to what I call “the clarity paradox.”
From John Habel: Paradox is basically a puzzle, often juxtaposing two elements that at first seem like contradictions or at least defy explanation. Isn’t a center for the edge a contradiction in terms? How could that be? By engaging with a paradox and trying to sort through the apparent contradiction, one can often generate profound new insights that expand understanding.
From Scott Berkun: To get off the couch and do something interesting requires confidence. The more interesting the thing, the more confidence you need. But if you have too much confidence, you’ll be blind to the lessons you need to learn to make something as good as what you imagined in your mind.
Vincent Kenny is the Director of the Institute of Constructivist Psychology in Dublin and the Director of the Accademia Costruttivista di Terapia Sistemica in Rome. He works internationally as an organizational consultant applying the framework of systemic constructivism for the improvement of human living and working in organizations, in families, in individuals.
This he does specifically in relation to dissolving inertia, difficulties, unhappiness and paradoxes within networks of conversations and in the joint construction of novel sharable viable human futures.
From Scott Berkun
From the Ad Contrarian
Can we refrain from categorizing ourselves as either optimists or pessimists, but instead live with the great paradoxes of this time? Can we learn that uncertainty is a very healthy place to dwell, rich in potential rather than opinions? And can we realize that out of this dwelling comes clarity about what our work is?
From Psychology Today: Ten paradoxical traits of the creative personality by Mihaly Csikszentmihalyi.