CHAPTER 1 
The Paradoxical Mindset Cycle
MY JOURNEY INTO THE WORLD of change and adaptation took me to an art museum in a quiet Midwestern town that had seen better days. I had decided to take on the commission because of my deep love for art. My client, the museum’s director, Hamilton, was reporting to a board of civic-minded, influential stakeholders who held sway over the museum’s fate.
The museum faced a daunting predicament. It possessed a substantial endowment, but the funds were strictly reserved for acquiring new artworks. Meanwhile, the aging institution cried out for repairs and updates: disability access, electrical upgrades, and the renovation of a dilapidated performance auditorium. Furthermore, the changing demographics of the city demanded a more inclusive collection that reflected underrepresented communities.
As I walked into the first meeting, I expected enthusiasm for Hamilton’s vision of more inclusivity. To my surprise, not everyone on the leadership team was on board. The chief curator, Sebastian, insisted on adhering to a decade-old acquisition agenda approved by the board, fearing political backlash if they deviated. The head of the education department lamented their struggle to engage with local schools, as the existing artwork didn’t directly resonate with the diversity of the community. The building manager pointed out that without essential repairs and updates, the museum’s closure would render all other issues moot.
I observed these interactions, pondering the complexity of the situation. What was this resistance really about? Why was this happening now? What options did this team actually have? It was evident that for me to provide meaningful advice, I needed to invest more time than initially anticipated.
So I returned week after week for two months, delving deeper into the museum’s ecosystem. Each visit involved interviews with key stakeholders, staff members, and museum visitors. I also explored the buildings and grounds comprehensively, seeking insights.
During one visit, Richard, the assistant curator, took me to a secured area where artwork was stored in a controlled environment. He unveiled a treasure trove of paintings by one of the most celebrated Flemish Baroque painters. My curiosity piqued, I asked why these masterpieces were not on display. Richard explained that there simply wasn’t enough room to showcase them. He added a surprising tidbit: although the local community didn’t flock to the museum, it was a mecca for art scholars worldwide who came to study these hidden gems tucked away in storage. In essence, these prestigious pieces were visible only to an elite few who had the credentials to study them.
With a little help, Richard formulated a daring proposal for the next leadership team meeting. To overcome the impasse, we proposed a bold experiment that had the potential to reshape the museum’s future, for better or worse: What if we loaned the Flemish Baroque collection to a big museum on the East Coast? The fees generated could finance some of the crucial building renovations.
Sebastian vehemently opposed the idea, expressing concern about the fragility of the artwork and the exorbitant costs of repairing any damage. Richard, however, was undeterred. He conducted inquiries and found an interested East Coast museum willing to host the traveling exhibition. The condition was that the Midwest museum received full attribution for the collection and a fair share of the fees.
Over weeks of negotiations, we surmounted numerous obstacles, from joint-venture logistics to travel arrangements, insurance matters, and contractual agreements. Eventually, it was decided—the collection would embark on its journey.
The traveling exhibition exceeded our wildest expectations, drawing crowds and accolades. The museum not only profited from the show but also secured additional funding from foundations and the city itself, now basking in newfound prestige. Frustrated by the direction the museum was taking, Sebastian retired, and Hamilton followed suit months later. Richard, once the assistant curator, ascended to the positions of head curator and director.
The paradox lay in the necessity for Richard to stop thinking like a curator before he could start thinking adaptively like a leader. This transformation began with his aligning his mindset with the reality of the situation and then gradually influencing his colleagues to do the same.
As you delve into the nuances of the paradoxes of change, it becomes clear that at the core of navigating change and innovation is a process of relentless learning. This isn’t just about gathering information; it’s about discerning truths, testing what works, and being agile enough to shift perspectives as new insights surface. Through this continuous learning process, you’ll develop your paradoxical mindset, which is a concept that Sara Beckman, a UC Berkeley business professor, and Michael Barry, a consultant and Stanford University engineer, eloquently explore in their article, “Innovation as a Learning Process: Embedding Design Thinking” (Beckman & Barry, 2007).
The paradoxical mindset is the cornerstone of change and innovation. Organizations that aim to be at the forefront of innovation need to foster environments that encourage this mindset, allowing for a fluid and flexible approach to new ideas and challenges. This adaptability is particularly crucial in our rapidly evolving technological landscape. The innovation process itself sets up a dynamic interplay between concrete experiences and abstract conceptualization, necessitating a blend of reflective observation and active experimentation. Here, the paradoxical mindset becomes indispensable, enabling you to navigate diverse modes of thinking and learning.
The paradoxical mindset becomes even more essential in developing a thriving team dynamics. In situations where the goals are somewhat ambiguous and complex, teams that encompass a variety of learning styles tend to outperform more homogenous groups. This diversity is a catalyst for innovation, as it brings together different perspectives and problem-solving approaches. However, it also increases the difficulties in managing conflicts effectively. In innovation, managing conflicts does not mean avoiding or resolving disagreements quickly to move on. Instead, it means transforming those differences into opportunities for growth and innovation. Moreover, it is crucial for team leaders to understand and accommodate the diverse learning styles of team members, producing an open and safe environment, robust discussions, and an inclusive process.
Furthermore, the importance of a paradoxical mindset extends to the observational research necessary for understanding user needs and context. In the innovation process, a deep and nuanced understanding of these elements comes through careful observation and analysis of complex information. A paradoxical mindset is vital here, allowing for a flexible and open approach to interpreting diverse data and insights.
In the quest to stimulate profound and expansive thinking among students and adherents, educators and guides often employ intriguing elements such as the liar paradox: “Everyone is a liar.” Statements like these are intentionally paradoxical and philosophical, aimed at prompting individuals to contemplate the inherent contradictions and complexities within them.
Rather than being unsolvable conundrums, these questions serve as deliberate paradoxes. They act as mirrors, encouraging individuals to turn their focus inward, to engage in a deeper exploration of their own cognitive processes. In essence, they are self-referential tools designed to disrupt the inertia of simplistic, habit-bound thinking. The goal is to encourage the development of a more mindful and adaptable perspective, one that entertains a wider range of responses and actions.
By delving into these kinds of paradoxes, teachers and guides aspire to nurture a heightened awareness of paradox as a concept. This awareness, in turn, inspires pupils and adherents to transcend the confines of conventional thought and embrace the intricate world of paradoxical ideas and actions. It is through the exploration of these enigmatic questions that individuals can embark on a journey toward greater intellectual depth and broader horizons of understanding.
As you navigate the complexities of change, certain traits stand out as beacons, guiding you toward success in both personal and professional realms. Drawing from the insights of E. Paul Torrance (1974, 1987) and E. O. Wilson (2017), pioneers in the field of creative thinking, we can identify these key traits. Their research not only highlights the characteristics of highly creative individuals but also offers a valuable framework for understanding how these traits intertwine with adaptability, providing guidance for personal and professional growth.
The implicit trait of both creative and paradoxical thinkers, a high tolerance of ambiguity, stands as a foundational pillar in these creative individuals’ arsenal. This trait reflects their comfort with uncertainty and their ability to remain composed and decisive in situations where information is incomplete or outcomes are unpredictable.
Creative thinkers explore uncharted territories of imagination through their tolerance of ambiguity. When faced with unclear paths or undefined parameters, they do not shy away but rather embrace the opportunity to delve into the unknown. This tolerance allows them to navigate through creative processes with fluidity, unafraid of the ambiguous spaces where innovation often resides. In art, for example, artists frequently confront ambiguity as they seek to convey complex emotions or abstract concepts, using that ambiguity as a catalyst for creative expression and exploration.
Similarly, paradoxical thinkers leverage their high tolerance of ambiguity to navigate the complexities of change. In dynamic environments where circumstances are constantly shifting, they remain unfazed by uncertainty and ambiguity, embracing them as opportunities for growth and adaptation. Whether in business, where market conditions are unpredictable, or in personal life, where unexpected challenges arise, paradoxical thinkers approach ambiguity with resilience and adaptability, seeking solutions amid the flux.
The tolerance of ambiguity fosters a flexible and open-minded approach crucial for both creative and paradoxical thinkers. It enables them to explore diverse possibilities, entertain conflicting ideas, and make well-reasoned decisions even in the absence of complete information. Individuals with a high tolerance of ambiguity are less likely to experience stress in uncertain scenarios and are more open to a range of possibilities, making them adept at navigating through complex and ambiguous situations.
Ultimately, the tolerance of ambiguity serves as a catalyst for innovation and adaptation, enabling creative and paradoxical thinkers to thrive in environments characterized by rapid change and complexity. By embracing ambiguity, they unlock new avenues for exploration, discovery, and transformation, fueling their journey toward creative expression and adaptive success.
Apply the Paradoxical Mindset Cycle
Drawing on established insights into creative thinking, the Paradoxical Mindset Cycle provides a structured approach for personal and professional development, rooted in the First Principles. This framework is crafted to empower you to effectively navigate and utilize paradoxes, transforming them into catalysts for growth and resilience. By engaging with the Paradoxical Mindset Cycle, you can leverage these paradoxes to achieve transformative breakthroughs across personal, interpersonal, and organizational dimensions.
Question to Answer: Where do I notice contradictions, inconsistencies, or illogical parts in my story that don’t seem to fit or make sense?
Things to Do: Identify moments where actions, decisions, or feelings clash with the rest of the narrative. Look for elements that feel out of place or confusing.
How-To Tips
A. Tell the Story Multiple Times
- Narrate your story several times, each time focusing on a different aspect.
- Change your perspective (e.g., from your point of view to another person’s).
- Shift the tone (e.g., from emotional and subjective to logical and objective).
- Think of yourself as a writer who keeps to the facts but varies the storytelling approach.
- Take notes or record yourself to capture different versions.
B. Look for the Paradoxes
- Identify contradictions, incongruities, or parts that don’t fit or make sense in your story.
Example
- Story: You love trees and live among many beautiful ones. During a snowstorm, a tree fell, blocking your road. You called a landscaper to remove them. Later, he suggested cutting down an apple blossom tree leaning toward your sunroom, and you agreed. You regretted it instantly, and were puzzled by why you made such an out-of-character decision.
- Paradox 1: Despite your love for trees and your creative problem-solving skills, you made an ill-advised decision to cut down the apple blossom tree. This contradiction is the paradox to explore.
Step 2: Analyze the Meaning
Question to Answer: What underlying factors and insights can I uncover by examining from multiple perspectives and levels the paradox in my story?
Things to Do: Reflect on the facts and emotions to gain a deeper understanding of why the paradox exists and what it signifies.
How-To Tips
A. Reflect on the Paradox
- Seek to understand why there is a paradox and what it means.
- Consider what is really going on.
- Look for a story behind the story.
- Examine the cast of characters, the sequence of events, the setting, and so on.
- Draw insights from your reflections, identifying key themes, patterns, and insights.
B. Interpret the Story on Multiple Levels
- Objective level: Focus on the facts.
- Subjective level: Reflect on how you feel when you interpret the story in different ways.
- Symbolic level: Consider whether the story represents or points to something else.
Example
- Story: Upon reflection, you realize that you were in the middle of an emergency (the fallen tree blocking the road), and you were in a rapid, decisive, action-oriented mode. The landscaper introduced a new threat—the apple blossom tree might fall on your sunroom. At that time, you could not recognize that the situations of the two trees were different. While the fallen tree created an emergency situation, the apple blossom tree did not. You had alternatives to deal with the apple blossom: consulting your spouse, taking time to consider, or trimming the tree. But you did not consider any of them and acted impulsively. Delving deeper, you recognize that your desire to quickly remove the disruption led to a hasty, ill-advised decision.
- Paradox 2: Despite typically being thoughtful and creative, you made a rushed and ill-considered decision due to stress and urgency. This contradiction is the paradox to explore.
Step 3: Establish Guiding Principles
Question to Answer: What key learnings from my story can be turned into guiding principles that will improve my effectiveness as a paradoxical thinker in future situations?
Things to Do: Reflect on the insights you’ve gained and identify specific aspects of the insights that can serve as actionable principles.
How-To Tips
A. Capture Key Learnings
- Reflect on the insights gained from analyzing the paradox.
- Identify specific aspects of these insights that can serve as guiding principles to enhance your paradoxical thinking.
B. Create Guiding Principles
- Incorporate new viewpoints that might lead to different outcomes.
- Consider how altering your behavior can create a more positive impact in future situations.
-
Develop some guidelines or guardrails based on your key learnings so as to improve your paradoxical thinking (e.g., limits of actions, influence, effective communication strategies, timing).
- Think creatively about ways to remember these principles (e.g., visual aids, mnemonic devices, slogans, affirmations).
Example
- Story: From the story of cutting down your apple blossom tree, you identified four obstacles to your paradoxical thinking: accepting advice too readily, making decisions too quickly, failing to consult your spouse, and wanting to resolve the situation effortlessly. On the basis of these obstacles, you create a simple guiding principle: When you’re faced with an unexpected dilemma, give yourself permission and the appropriate amount of time to consider a wider range of possible options.
- Paradox 3: Despite valuing thorough decision-making and consultation, you bypassed these steps in a moment of urgency. This contradiction is the paradox to explore.
Step 4: Implement Experiments
Question to Answer: What small, actionable changes can I implement based on my guiding principles so as to influence a broader context and improve my paradoxical thinking?
Things to Do: Identify specific, manageable experiments; implement them; and reflect on their outcomes to refine your approach.
How-To Tips
A. Put Guiding Principles into Action
- Identify a small, achievable change that can influence a broader context.
-
Alter your response in recurring situations based on your guiding principles.
B. Create and Implement a Plan
- Develop a plan to achieve small wins.
- Diversify your approaches to discover what works and what doesn’t.
- Ensure that your experiments are small in scale and carry limited risk while following your guiding principles.
- Try out the small change, then reflect on the results and make necessary adjustments.
Example
- Story: Imagine that your car unexpectedly stops working during a family vacation. A garage informs you of a severe problem, and you face a large, unexpected bill. Instead of rushing to make a decision, you choose to follow the guiding principle from the story of cutting down your apple blossom tree. You consult your spouse and explore options. You have the car towed to a nearby dealer, rent a car, and alter your vacation plan. The dealer repairs your car enough for you to drive home, saving you money and inconvenience. By applying your guiding principle, you practice paradoxical thinking and handle the situation more effectively.
- Paradox 4: Despite typically rushing to solve urgent issues, you took the time to explore options and consult other people, leading to a better outcome.
By considering creative and hybrid solutions and implementing them with intentionality, you can effectively navigate paradoxes and drive meaningful change. This approach encourages innovation, resilience, and sustained progress in both personal and organizational contexts. Step 4 is about taking action and observing the effects of your paradoxical mindset in real-world scenarios, promoting continuous learning and growth.
By methodically working through these steps and embracing the paradoxes encountered along the way, you develop a deeper paradoxical mindset, one that is crucial not only for personal growth but also for effective interpersonal and organizational relationships. Each step builds on the previous one, enhancing your ability to reflect on and intentionally navigate the complexities of change. This process helps you create significant breakthroughs by understanding and working within the often contradictory nature of change.
Look for opportunities to practice the First Principles—abundance of ideas, flexibility in thinking, risk-taking, curiosity, perseverance, openness to experience, and self-confidence—throughout your journey. These principles will serve as guiding lights, enhancing your adaptive capabilities and deepening your understanding of change’s complexities. As you progress through the cycle, recognize that growth is a continual process, not a fixed endpoint. Explore your experiences, challenge assumptions, and adopt new perspectives.
In a world brimming with information and opinions, you need to navigate the seas of knowledge with a discerning eye. The most harmful people in our society are not necessarily those with malicious intentions but rather those who believe they possess certain knowledge when, in fact, they do not. This misconception becomes doubly dangerous when these individuals, often charismatic and persuasive, manage to convince others of their unfounded certainties.
Consider the sports commentators or stock market speculators who grace our television screens. Many of them simply reiterate what is already apparent to the discerning eye. However, when they venture out on a limb to make a bold prediction, their chances of being correct are often no better than those of a random guess. This reality is starkly evident when their advice, followed by many, leads to significant financial losses, including the erosion of hard-earned retirement savings. What motivates us to engage with their stories, heed their advice, or let their beliefs influence ours? Is it solely for amusement, a mirror of our self-doubt, or maybe a sign of our own indecisiveness? A paradoxical mindset may be our first and best defense against a world awash in noise.
