1.0The Systems Thinkerhttps://thesystemsthinker.comPhilip Ramseyhttps://thesystemsthinker.com/author/philip-ramsey/The Structure of Paradox: Managing Interdependent Opposites - The Systems Thinkerrich600338<blockquote class="wp-embedded-content" data-secret="vyGRp4sY5g"><a href="https://thesystemsthinker.com/the-structure-of-paradox-managing-interdependent-opposites/">The Structure of Paradox: Managing Interdependent Opposites</a></blockquote><iframe sandbox="allow-scripts" security="restricted" src="https://thesystemsthinker.com/the-structure-of-paradox-managing-interdependent-opposites/embed/#?secret=vyGRp4sY5g" width="600" height="338" title="“The Structure of Paradox: Managing Interdependent Opposites” — The Systems Thinker" data-secret="vyGRp4sY5g" frameborder="0" marginwidth="0" marginheight="0" scrolling="no" class="wp-embedded-content"></iframe><script type="text/javascript">
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https://thesystemsthinker.com/wp-content/uploads/images/ln-products/Screen Shot 2014-08-19 at 11.08.23 AM.png566291hen faced with a problem, how often do teams within your organization become polarized around proposed solutions that are opposites? For example, one group of people may be convinced that the only way to increase productivity is through greater teamwork, while another group may advocate better management of individuals as the best method for bringing […]