Abstract
Given calls for more cognitive approaches to investigate the underlying tensions of paradoxes, we administered a clinical psychological methodology (grounded in Personal Construct Theory) to elicit the bi-polar constructs of top managers’ strategic work during organizational change. Our oppositional analysis provided empirical evidence demonstrating the utility of viewing managerial constructions as both dualisms and as duality. Our further conceptualizing showed two sets of opposing cognitive mediating factors that paradoxically help and hinder the effective performance of strategic work. On the one hand, issues of thinking and acting strategically, having a sense of urgency, and the need for constant reflection were seen as key to strategic work. On the other hand, and competing for managerial attention, were issues of cognitive disorder, complacent thinking, and cognitive inertia. Implications for practice point to the need for more awareness of these underlying tensions and the nurturing of paradoxical thinking as a core managerial competency.
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