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PurposeThis paper aims to show how a common aspect of complex problems is that they often contain some form of paradox. By addressing the inherent paradox, decision‐makers can better understand and solve complex problems.Design/methodology/approachThe paper identifies nine paradoxes that are encountered with surprising frequency in corporate decision making.FindingsThe paper finds that learning to recognize the most frequent types of problem‐solving paradoxes and their influence will save leaders some frustration, and perhaps help them and other members of the management team do a better job of navigating their firm's opportunities and challenges.Practical implicationsThe paper explains why the only way to make truly “rational” decisions is to invent parts of the picture that do not exist because they lie somewhere in the future or beyond our ability to calculate.Originality/valueBy identifying nine seemingly illogical paradoxes that often thwart “rational” decision making, and suggesting how to deal with them, the author offers a handy guide for leaders. |
