This is the accepted version of the paper.This version of the publication may differ from the final published version. We have to do this and that? You must be joking: Constructing and responding to paradox through humor This paper adopts a practice approach to paradox, examining the role of micro-practices in shaping constructions of and responses to paradox. Our approach is inductively motivated. During an ethnographic study of an organization implementing paradoxical goals we noticed a strong incidence of humor, joking and laughter. Examining this practice closely, we realized that humor was used to surface, bring attention to, and make communicable experience of paradox in the moment by drawing out some specific contradiction in their work. Humor thus allowed actors to socially construct paradox, as well as -in interaction with others -construct potential responses to the multiple small incidences of paradox in their everyday work. In doing so, humor cast the interactional dynamics that were integral in constructing two response paths: (i) 'entrenching a response', whereby an existing response was affirmed, thereby continuing on a particular response path, and (ii) 'shifting a response', whereby actors moved from one response to paradox to another, thereby altering how the team collectively responded to paradoxical issues. Drawing on these findings, we reconceptualize paradox as a characteristic of everyday life, which is constructed and responded to in the moment. This paper was inspired by an observation we made a few months into our ethnographic study of a telecommunications firm beset with paradox: People make a lot of jokes about paradoxical conditions. We increasingly found ourselves sharing things participants had been laughing about, as we 'checked in' with each other after fieldwork. For example, one particular day managers were working with the paradoxical tensions occasioned by trying to implement a joined-up technology across divisions that had to maintain strict structural separation to comply with regulation. Tensions were running high as they discussed a 'piece robot' technology that might get around the problem without co-locating their engineers. Suddenly, laughing, one of them suggested that what they really needed was a 'peace robot' to help settle the tensions between them in trying to do their jobs in this paradoxical structural context. The others in the meeting quickly joined the joke, laughing and making peace signs in the air, insisting the peace robot should be included in the resulting action plans. Laughing, the team leader agreed and the meeting progressed with a better will to work with the paradoxical conditions to implement the joined-up technology. Sure enough, there was a humorous picture of a robot with a peace symbol on its chest and doves on its shoulders in the action plans, which occasioned further laughter at the next meeting.
Permanent repository linkRevisiting our notes, we often found ourselves chuckling at such humorous incidents.These managers were dealing with pa...