Paradox as an Interactional Resource: An ethnomethodological analysis into the interconnectedness of organizational paradoxes

Abstract

In this paper, we demonstrate how performing and belonging paradoxes act as triggers, mitigators and amplifiers for each other in moment-by-moment interaction. We show how expressing a performing paradox as part of group practice triggers belonging tensions, particularly when there is a strong expectation towards a uniform value-base. We further demonstrate how a familiar performing paradox at the organization level is constructed to mitigate the belonging tensions through latency. This leads to an amplification dynamic where a paradox that is more socially appropriate is reinforced in order to cope with a more interactionally problematic one. Our results speak to research on the intertwined nature of paradoxical tensions and the relationship between latency and salience in working through paradox. Our study advocates for developing a more systematic approach for studying the interactional foundations of organizational paradox and offers ethnomethodological conversation analysis as one means to achieve improved understanding in this domain.