The Narrative of an Exercise in Theorizing Paradox Management
The scientific literature highlights an increasing amount of research into paradox management. However, there is little empirical research into concrete actions by managers confronted with a paradoxical reality. Using grounded theory methodology, our study proposes a middle-range theory that addresses the following question: how do managers deal contend with paradoxical tensions related to developing the capacity to act? We grounded our analysis in the experience of managers in organizations that value responsability, so this study documented four paradoxical tensions raised by Developing the Capacity to Act (DCA): anticipation/reaction, control/autonomy, collective/individual and stability/change. In trying to understand how managers deal with these tensions, we identified 16 managerial actions likely to make it easier to reconcile tensions related to DCA. These actions are grouped under four axes: alignment, responsibility, rallying and evolution, presented in our model for reconciling the paradoxical tensions related to developing the capacity to act. The objective of this article is to provide an overview of the route taken by explaining in a personalized and detailed manner the strategies and process that led from the raw data to emerging theoretical proposals. By explicitly relating the steps in the theorization exercise that led us to the modelling of actions that will help managers to deal with their paradoxical reality, we are proposing a concrete example of the application of grounded theory methodology to the science of management.