Paradoxical Frames; Organizational Learning; Creativity, Innovation; Knowledge Transfer; Diversity; Naïve Dialecticism;
Collective Paradoxical Frames: Managing Tensions in Learning and Innovationin The Oxford Handbook of Group and Organizational Learning
Authors: Miron-Spektor Ella
This chapter develops theory on the effect of collective paradoxical frames on team learning and innovation. The chapter identifies contradictory yet interdependent processes of knowledge acquisition and creation, knowledge sharing and transfer, and knowledge integration and implementation.It extends theory on collective paradoxical frames, or shared cognitive filters that enable team members to recognize and accept tensions between opposing elements (e.g., demands, goals, and interests).It advances theoretical clarity by distinguishing between paradoxical, naïve dialectical, and either/or frames, integrating Western and Eastern perspectives to paradox.It also develops theory on how different frames affect the ability of teams to learn and innovate; on mediating cognitive and social processes; and on moderating conditions of context, task, and team characteristics.Finally, it identifies promising directions for future research.