2025/09/16 by Anne Marie Halton, Anna Wiewiora
Decision Sciences · Psychology · Business, Management and Accounting · #Complex Systems and Decision Making #Creativity in Education and Neuroscience #Management and Organizational Studies
paper · doi:10.1177/00218863251376176
A paradox mindset is crucial for navigating tensions that arise at different organizational levels (i.e., organization, team, individual). Despite existing research supporting its benefits, there is limited understanding of how the phenomenon plays out at each level and of the connections between levels. The purpose of this article is to understand the multilevel nature of paradox mindset and gain insight into how it is evidenced at each organization level and flows between levels. In our in-depth case study, based in an Australian financial services organization, we surface and analyze paradox mindset at individual-, team-, and organization-levels and explore its interactions across levels. Our resulting framework proposes paradox mindset as a multilevel phenomenon comprising six practices (acknowledging, facilitating, sense-making, working through, meaning-making, engaging), four multilevel interactions (aggregating, disseminating, scaling, instilling) and two iterative interactions (translating, learning). Our framework entails specific practices leaders of organizations can adopt to navigate paradox.