From Vicious to Virtuous Paradox Dynamics: The Social-symbolic Work of Supporting Actors

The dynamics of paradox can be vicious and virtuous. Facing competing yet interrelated demands, organizational actors may find themselves paralyzed by tensions, embroiled in a vicious cycle, or energized by and thriving amid the friction in a virtuous cycle. While studies offer insights into each type, little is known about how actors move from one to the other. Through an action research study at a multinational company, we investigate shifting paradox dynamics. Our model depicts how organizational actors transition from vicious to virtuous cycle, moving through a cycle break and a cycle reversal. Our collaborative methodology sheds light on how supporting actors can shape the social and symbolic dimensions influencing focal actors' capacity to shift their patterned responses to paradoxical tensions. Supporting actors, positioned as insiders to the organization but outsiders to the paradox, enable this shift by breaking dysfunctional dynamics, facilitating new responses, and embedding virtuous dynamics in the organization.

Automated summary

This study investigates how organizational actors transition from vicious to virtuous cycles through cycle break and cycle reversal, shedding light on the role of supporting actors in influencing focal actors' capacity to shift their responses to paradoxical tensions.