From a Politics of Dilemmas to a Politics of Paradoxes

Abstract

Transformational learning is a process resulting in deep and significant change in habitual patterns of identity, thought, emotion, and action, enabling new approaches to role enactment. This article explores how moving from a framework of dilemmas, which require solutions and one-sided choices, to a framework of paradoxes that embraces tensions and contradictions can contribute to meaningful transformational learning in the context of women's leadership development. Drawing on recent theories of paradoxes and on critical feminist theory, we propose a critical feminist pedagogy of paradoxes for developing women's leadership of social change enterprises. This perspective is put forth based on our analysis of an experiential course in a graduate gender studies program wherein participants take on leadership roles and interrogate them, by integrating theoretical discussions, reflection, and practical engagement in social activism. We use case studies from our

Catty, bitchy, queen bee or sister? A review of competition among women in organizations from a paradoxical‐coopetition perspective

“…framework. Within such a mindset, the contradictions between competitiveness and collaboration can be seen as complementary or mutually reinforcing (Kark et al, 2016;. This type of mindset can enhance creativity (Miron-Spektor et al, 2011) and affords women a perspective that embraces the tension, allowing them to simultaneously compete and collaborate in creative ways.…”

“…According to this perspective, effectiveness is dependent on tackling the tension of the contradictory demands that are embedded in the individual or the system (e.g., Garud et al, 2011; Smith & Lewis, 2011). Women in organizations are faced with multiple paradoxes, and attending to them can allow women to be able to perform well and avoid backlash (Kark et al, 2016; Zheng et al, 2018, 2018). To guide future research as well as the development of practical recommendations, we suggest a paradox lens to explain how women can respond to the tensions posed by pervasive demands for both competition and solidarity.…”

“…Conversely, a paradox mindset refers to the ability to accept the simultaneous existence of opposing forces and the tension among them without feeling compelled to choose one over the other, that is, a “both‐and” framework. Within such a mindset, the contradictions between competitiveness and collaboration can be seen as complementary or mutually reinforcing (Kark et al, 2016; Zheng et al, 2018). This type of mindset can enhance creativity (Miron‐Spektor et al, 2011) and affords women a perspective that embraces the tension, allowing them to simultaneously compete and collaborate in creative ways.…”

“…The major idea of a paradox perspective is that tension is embedded in the individual/system; thus, effectiveness depends on attending to interrelated and contradictory demands simultaneously (e.g., Garud et al, 2011). Recently, works on women's leadership examined the importance of paradox management mechanisms (Kark et al, 2016; Zheng et al, 2018, 2018) and called for the examination of how paradoxical perspectives play out in women's ability to be influential and avoid being taxed at work. We offer a paradox lens to explain how women can respond to the tensions posed by pervasive paradoxical demands for both competition and solidarity.…”

“…Recently, works on women's leadership examined the importance of paradox management mechanisms (Kark et al, 2016; and called for the examination of how paradoxical perspectives play out in women's ability to be influential and avoid being taxed at work. We offer a paradox lens to explain how women can respond to the tensions posed by pervasive paradoxical demands for both competition and solidarity.…”