embracing paradoxes and - swissnex san francisco · “embracing paradoxes and tensions” in the...
TRANSCRIPT
![Page 1: Embracing paradoxes and - swissnex San Francisco · “embracing paradoxes and tensions” in the case study? How Martin Sulzer should react? • Think about your own paradoxical](https://reader033.vdocument.in/reader033/viewer/2022041610/5e372860bb197b5f572f8e7a/html5/thumbnails/1.jpg)
1
![Page 2: Embracing paradoxes and - swissnex San Francisco · “embracing paradoxes and tensions” in the case study? How Martin Sulzer should react? • Think about your own paradoxical](https://reader033.vdocument.in/reader033/viewer/2022041610/5e372860bb197b5f572f8e7a/html5/thumbnails/2.jpg)
Embracing paradoxes andtensions to enable changeExperiential Mini Lab
Prof. Dr. Stephanie Kaudela-Baum
Lucerne School of Business
2
![Page 3: Embracing paradoxes and - swissnex San Francisco · “embracing paradoxes and tensions” in the case study? How Martin Sulzer should react? • Think about your own paradoxical](https://reader033.vdocument.in/reader033/viewer/2022041610/5e372860bb197b5f572f8e7a/html5/thumbnails/3.jpg)
Structure of the workshop
• Welcome (10`)• Paradoxical leadership to enable change (20`)• The paradox case (80`) • In search for effective pedagogies for embracing creative
tensions and paradoxes (20`)• Presenting/Visualizing the insights (20`)
3
![Page 4: Embracing paradoxes and - swissnex San Francisco · “embracing paradoxes and tensions” in the case study? How Martin Sulzer should react? • Think about your own paradoxical](https://reader033.vdocument.in/reader033/viewer/2022041610/5e372860bb197b5f572f8e7a/html5/thumbnails/4.jpg)
My personal perspective
Research paper/article under review:
Innovation Leadership and the Management of Creative Freedom: An Empirical Analysis at Industrial R&D Firms
4
![Page 5: Embracing paradoxes and - swissnex San Francisco · “embracing paradoxes and tensions” in the case study? How Martin Sulzer should react? • Think about your own paradoxical](https://reader033.vdocument.in/reader033/viewer/2022041610/5e372860bb197b5f572f8e7a/html5/thumbnails/5.jpg)
Research Questions
1. How can we gain a closer understanding of the meaning that leaders and followers attribute to their everyday experiences with managing creative freedom?
2. How could creative freedom be specifically added to innovation leadership models? a)What is the function of leadership in intentionally
creating and reducing freedom to enhanceinnovativeness?
b)Which consequences result for organizational andHR development and therewith teaching andlearning tools for innovation leaders?
More Freedom forInnovation –How to?
![Page 6: Embracing paradoxes and - swissnex San Francisco · “embracing paradoxes and tensions” in the case study? How Martin Sulzer should react? • Think about your own paradoxical](https://reader033.vdocument.in/reader033/viewer/2022041610/5e372860bb197b5f572f8e7a/html5/thumbnails/6.jpg)
Paradoxes of innovation – room for paradoxes
Innovation is a paradoxical process, with the main paradoxes of innovation being the achievement of a balance of action patterns promoting openness AND closedness in companies (Gebert & Boerner 1999).
> innovation leaders "should be controlled schizophrenics" (Buijs 2007)
6, 12. März 2015
![Page 7: Embracing paradoxes and - swissnex San Francisco · “embracing paradoxes and tensions” in the case study? How Martin Sulzer should react? • Think about your own paradoxical](https://reader033.vdocument.in/reader033/viewer/2022041610/5e372860bb197b5f572f8e7a/html5/thumbnails/7.jpg)
Freedom and free room
Without the definition of rules, norms, values (limits), it would not be possible to identify a “free room” or areas of freedom at work.
Freedom itself would not be visible. Every area of freedom is shapedby the character of the individualand changed by relationshipsbetween individuals.
7, 12. März 2015
![Page 8: Embracing paradoxes and - swissnex San Francisco · “embracing paradoxes and tensions” in the case study? How Martin Sulzer should react? • Think about your own paradoxical](https://reader033.vdocument.in/reader033/viewer/2022041610/5e372860bb197b5f572f8e7a/html5/thumbnails/8.jpg)
Creative freedom as autonomyInverted-U-shaped relationship between individual autonomy (e.g. situation control) and innovativeness
Autonomy is animportant preconditionfor the achievement ofindividual or team creativityand consequently theinnovation capability of anorganisation(Amabile et al. 1996).
8, 12. März 2015
Source: Gebert, Boerner, Lanwehr 2001
![Page 9: Embracing paradoxes and - swissnex San Francisco · “embracing paradoxes and tensions” in the case study? How Martin Sulzer should react? • Think about your own paradoxical](https://reader033.vdocument.in/reader033/viewer/2022041610/5e372860bb197b5f572f8e7a/html5/thumbnails/9.jpg)
Leading innovation = balance management
9, 12. März 2015
![Page 10: Embracing paradoxes and - swissnex San Francisco · “embracing paradoxes and tensions” in the case study? How Martin Sulzer should react? • Think about your own paradoxical](https://reader033.vdocument.in/reader033/viewer/2022041610/5e372860bb197b5f572f8e7a/html5/thumbnails/10.jpg)
Leading innovation = Managing a “web of tensions”
10, 12. März 2015
See Buijs 2007, Hohn 2000
![Page 11: Embracing paradoxes and - swissnex San Francisco · “embracing paradoxes and tensions” in the case study? How Martin Sulzer should react? • Think about your own paradoxical](https://reader033.vdocument.in/reader033/viewer/2022041610/5e372860bb197b5f572f8e7a/html5/thumbnails/11.jpg)
Key Findings of the empirical researchproject: Freedom triangle
Six central types of freedom that play an important practical role at the investigated companies (case studies, quantitative study, students‘ projects)
11, 12. März 2015
![Page 12: Embracing paradoxes and - swissnex San Francisco · “embracing paradoxes and tensions” in the case study? How Martin Sulzer should react? • Think about your own paradoxical](https://reader033.vdocument.in/reader033/viewer/2022041610/5e372860bb197b5f572f8e7a/html5/thumbnails/12.jpg)
Key Question: How can we supportinnovation leaders/innovation agentsto embrace paradoxes and tensions in the context of organizing creativefreedom in highly efficiency- ANDinnovation-driven firms?
12
![Page 13: Embracing paradoxes and - swissnex San Francisco · “embracing paradoxes and tensions” in the case study? How Martin Sulzer should react? • Think about your own paradoxical](https://reader033.vdocument.in/reader033/viewer/2022041610/5e372860bb197b5f572f8e7a/html5/thumbnails/13.jpg)
Further examples
13
![Page 14: Embracing paradoxes and - swissnex San Francisco · “embracing paradoxes and tensions” in the case study? How Martin Sulzer should react? • Think about your own paradoxical](https://reader033.vdocument.in/reader033/viewer/2022041610/5e372860bb197b5f572f8e7a/html5/thumbnails/14.jpg)
Paradoxical leadership to enable an internationalization strategy
IKEA in China (cultural clash): e.g.: DIY as an unreasonable demand (China) vs DIY as symbol of self-expression/quality of life (Sweden).
• Ian Duffy, President and CEO of IKEA China: “Differences between people in any situation can create tension. This is natural and can not be avoided. My wish is to create an environment where this tension is seen and handled in a constructive way where both parties have the opportunity to learn and to grow from the interaction.”
• Fang (2011): “The beauty of cultural differences, cultural clashes, cultural collisions, and even cultural shocks need to be applauded because they can stimulate cultural learning and cultural change in a constructive and creative manner on the part of all involved parties.”
14
![Page 15: Embracing paradoxes and - swissnex San Francisco · “embracing paradoxes and tensions” in the case study? How Martin Sulzer should react? • Think about your own paradoxical](https://reader033.vdocument.in/reader033/viewer/2022041610/5e372860bb197b5f572f8e7a/html5/thumbnails/15.jpg)
Paradoxical leadership to enable strategic agility I
LEGO (massive restructuring AND strengthening of the organizational innovation capability)
THE 11 PARADOXES OF LEADERSHIP THAT HANG ON THE WALL OF EVERY LEGO MANAGER• To be able to build a close relationship with one’s staff, and to keep a suitable distance.• To be able to lead, and to hold oneself in the background.• To trust one’s staff, and to keep an eye on what is happening.• To be tolerant, and to know how you want things to function.• To keep the goals of one’s department in mind, and at the same time to be loyal to the
whole firm.• To do a good job of planning your own time, and to be flexible with your schedule.• To freely express your view, and to be diplomatic.• To be a visionary, and to keep one’s feet on the ground.• To try to win consensus, and to be able to cut through.• To be dynamic, and to be reflective.• To be sure of yourself, and to be humble.
Evans (2000) (Source: http://flylib.com/books/en/2.28.1.7/1/)15
![Page 16: Embracing paradoxes and - swissnex San Francisco · “embracing paradoxes and tensions” in the case study? How Martin Sulzer should react? • Think about your own paradoxical](https://reader033.vdocument.in/reader033/viewer/2022041610/5e372860bb197b5f572f8e7a/html5/thumbnails/16.jpg)
Paradoxical leadership to enable strategic agility II
LEGO Leadership Development - Example:
- Managers asked: “Should I direct my employees, or should I let them gain experience by solving problems themselves?” Managers then examined the implications of each option, stressing the downsides of a choice… and the benefits of its opposite. Feeling a tug-of-war, managers came to view a tradeoff as untenable – a singular solution might help in the short-term, but tension would eventually resurface…This realization helped managers …identify more creative both/and options.” (Lewis et al. 2014).
16
![Page 17: Embracing paradoxes and - swissnex San Francisco · “embracing paradoxes and tensions” in the case study? How Martin Sulzer should react? • Think about your own paradoxical](https://reader033.vdocument.in/reader033/viewer/2022041610/5e372860bb197b5f572f8e7a/html5/thumbnails/17.jpg)
17
![Page 18: Embracing paradoxes and - swissnex San Francisco · “embracing paradoxes and tensions” in the case study? How Martin Sulzer should react? • Think about your own paradoxical](https://reader033.vdocument.in/reader033/viewer/2022041610/5e372860bb197b5f572f8e7a/html5/thumbnails/18.jpg)
Paradoxes and tensions
• Smith and Lewis (2011) understand “paradox as contradictory yet interrelatedelements that exist simultaneously andpersist over time”.
• Cameron (1986) asserts that in a paradox “no choice need be made between two or more contradictions. Both (or more, own comment) contradictions in a paradox are accepted and present”.
• The contradictory elements in a paradox create tensions and can but don`t have to create ambivalence or ambiguity with the observer.
18
![Page 19: Embracing paradoxes and - swissnex San Francisco · “embracing paradoxes and tensions” in the case study? How Martin Sulzer should react? • Think about your own paradoxical](https://reader033.vdocument.in/reader033/viewer/2022041610/5e372860bb197b5f572f8e7a/html5/thumbnails/19.jpg)
The paradox perspective
... Early organizational theories asked, “Is A or Bmore effective?” Contingency theory asks, “Underwhat conditions is A or B more effective?” Aparadox perspective, in contrast, asks, “How canorganizations and their managers effectivelyengage A and B simultaneously?” (Smith & Lewis 2011, p. 395).
19
![Page 20: Embracing paradoxes and - swissnex San Francisco · “embracing paradoxes and tensions” in the case study? How Martin Sulzer should react? • Think about your own paradoxical](https://reader033.vdocument.in/reader033/viewer/2022041610/5e372860bb197b5f572f8e7a/html5/thumbnails/20.jpg)
20
Paradoxes and tensions (Smith & Lewis 2011)
![Page 21: Embracing paradoxes and - swissnex San Francisco · “embracing paradoxes and tensions” in the case study? How Martin Sulzer should react? • Think about your own paradoxical](https://reader033.vdocument.in/reader033/viewer/2022041610/5e372860bb197b5f572f8e7a/html5/thumbnails/21.jpg)
Structure of the workshop
• Welcome (10`)• Paradoxical leadership to enable change (20`)• The paradox case (80`) • In search for effective pedagogies for embracing creative
tensions and paradoxes (20`)• Presenting/Visualizing the insights (20`)
21
http://weburbanist.com
![Page 22: Embracing paradoxes and - swissnex San Francisco · “embracing paradoxes and tensions” in the case study? How Martin Sulzer should react? • Think about your own paradoxical](https://reader033.vdocument.in/reader033/viewer/2022041610/5e372860bb197b5f572f8e7a/html5/thumbnails/22.jpg)
Case study “Hours of freedom” The paradox story: The implementation of 15%creative time in a highly efficiency-driven industrial engineering company in Switzerland
Paradoxical leadership in the development of innovation cultures
• Work through the paradoxes of this innovation initiative and please note a few examples.
• What could be the meaning of the leadership motto “embracing paradoxes and tensions” in the case study? How Martin Sulzer should react?
• Think about your own paradoxical leadership situations during change and innovation endeavors. Now that these experiences are on your mind, describe and note (or draw) your feelings of ambiguity! 22
![Page 23: Embracing paradoxes and - swissnex San Francisco · “embracing paradoxes and tensions” in the case study? How Martin Sulzer should react? • Think about your own paradoxical](https://reader033.vdocument.in/reader033/viewer/2022041610/5e372860bb197b5f572f8e7a/html5/thumbnails/23.jpg)
Paradoxical leadership in the development of innovation cultures
• How do you response to feelings of ambiguity?
• The Power of Paradox: What kind of new insights into existing challenges are possible with a paradox/ambiguity-perspective?
23
Case study “Hours of freedom” The paradox story: The implementation of 15%creative time in a highly efficiency-driven industrial engineering company in Switzerland
![Page 24: Embracing paradoxes and - swissnex San Francisco · “embracing paradoxes and tensions” in the case study? How Martin Sulzer should react? • Think about your own paradoxical](https://reader033.vdocument.in/reader033/viewer/2022041610/5e372860bb197b5f572f8e7a/html5/thumbnails/24.jpg)
Structure of the workshop
• Welcome (10`)• Paradoxical leadership to enable change (20`)• The paradox case (80`) • In search for effective pedagogies for embracing
creative tensions and paradoxes (20`)• Presenting/Visualizing the insights (20`)
24
![Page 25: Embracing paradoxes and - swissnex San Francisco · “embracing paradoxes and tensions” in the case study? How Martin Sulzer should react? • Think about your own paradoxical](https://reader033.vdocument.in/reader033/viewer/2022041610/5e372860bb197b5f572f8e7a/html5/thumbnails/25.jpg)
In search for effective pedagogies
25
![Page 26: Embracing paradoxes and - swissnex San Francisco · “embracing paradoxes and tensions” in the case study? How Martin Sulzer should react? • Think about your own paradoxical](https://reader033.vdocument.in/reader033/viewer/2022041610/5e372860bb197b5f572f8e7a/html5/thumbnails/26.jpg)
Exercises
26
![Page 27: Embracing paradoxes and - swissnex San Francisco · “embracing paradoxes and tensions” in the case study? How Martin Sulzer should react? • Think about your own paradoxical](https://reader033.vdocument.in/reader033/viewer/2022041610/5e372860bb197b5f572f8e7a/html5/thumbnails/27.jpg)
Structure of the workshop
• Welcome (10`)• Paradoxical leadership to enable change (20`)• The paradox case (80`) • In search for effective pedagogies for embracing creative
tensions and paradoxes (20`)• Presenting/Visualizing the insights (20`)
27
![Page 28: Embracing paradoxes and - swissnex San Francisco · “embracing paradoxes and tensions” in the case study? How Martin Sulzer should react? • Think about your own paradoxical](https://reader033.vdocument.in/reader033/viewer/2022041610/5e372860bb197b5f572f8e7a/html5/thumbnails/28.jpg)
28
![Page 29: Embracing paradoxes and - swissnex San Francisco · “embracing paradoxes and tensions” in the case study? How Martin Sulzer should react? • Think about your own paradoxical](https://reader033.vdocument.in/reader033/viewer/2022041610/5e372860bb197b5f572f8e7a/html5/thumbnails/29.jpg)
Literature
Fang, T. (2011). Ying Yang: A New Perspective on Culture. Management and Organization Review, 8 (1), pp. 25-50.
Gelb, M. (2004). How to think like Leonardo da Vinci. Seven steps to genius every day. NY: BantamDell.
Lewis, M.W., Andriopoulos, C. & Smith W.K. (2014). Paradoxical Leadership to Enable Strategic Agility. California Management Review, 56 (3), pp. 58-77.
Purser, R.E. & Low, A. (2013). Unconventional Pedagogies for Embracing Creative Tensions andParadoxes: Using Zen Buddhist Koans in Management Education. Paper presented at the EGOS conference, 2013, Montreal.
Smith, W.K. & Lewis, M.W. (2011). Toward a Theory of Paradox: A Dynamic equilibrium Model of Organizing. Academy of Management Review, 36 (2), pp. 381-403.
Kaudela-Baum, S. (2014). Managing „creative freedom“ in industrial R&D firms: Empirical analysis and consequences for modelling innovation leadership. Paper presentation at the 15th International CINetConference, Budapest 2014.
Kaudela-Baum, S., Holzer, J. & Kels, P. (2013). Innovation leadership and freedom – Patterns of dialog in leader-follower-exchange, tensions experienced and consequences for learning and training. Paper presentation at the 29th EGOS Colloquium, July 4-6, Montréal, Canada.
29