From a Logic Perspective to a Paradox Perspective in the Analysis of an EmployeeOwned Company

Abstract

This article addresses the methodological question of how the researcher tackles the problem of only having access to empirical data through social interpretation processes (a second order social constructivism). It is argued that researchers can learn new aspects about an organization by replacing a logic perspective, predominant within western research, with a paradox perspective on the analysis of the organization. A paradox perspective rests on the assumption that mutually exclusive phenomena exist in the organization. This article describes the four phases of analysis which were developed when a paradox perspective was applied to analyse development at an employee-owned Danish newspaper.

Striving for Control: Democracy and Oligarchy at a Mexican Cooperative

“…Both Westenholz (1999) and Cornforth (2004) present a more abstract approach, and call for a shift in paradigm, moving to a paradoxical perspective. According to Westenholz, a logic perspective only allows a phenomenon to be either 'A' or 'non-A', but both cannot coexist.…”

“…Cornforth (1995), Darr (1999), Viggiani (1997 and Westenholz (1999) explore cooperatives' internal contradictions in small to medium enterprises fewer than 100 workers. This present case study offers insight into larger organizations, as Pascual currently has approximately 4200 workers.…”

Supple Praxis: A Paralogical Strategy for Problems

“…This view of discourse and interaction is similar to Lyotard's (1984, 1985, 1986–1987, Lyotard & Brugger, 2001) view of incommensurability (e.g., describing and prescribing grammars), Sewell & Barker's work on workplace surveillance (2008), and similar to and different from Tracy and Craig's (2010) action‐implicative discourse analysis (AIDA) approach. With them I share an emphasis on describing “problems” (albeit of different emphases) and a focus on norms of practice based on philosophical ideals, and although my ideals are those of paralogy we both emphasize practical knowledge.…”

“…Indeed, my actions steps do not provide specific interactional suggestions for how to experiment, or more precisely, how to enact a supple praxis. Instead, I begin by considering how Lyotard's (1984, 1985; 1986–1987; Lyotard & Brugger, 2001) and others' (Burke, 1969/1945; Hatch & Erhlich, 1993; Sewell, 2008; Sewell & Barker, 2006; Stohl & Cheney, 2001; Westenholz, 1993, 1999) views on paradox provide some insight, “after the fact,” on how to appreciate the value of experimentation, and so too supple praxis. The literature on paradox offers insight to paralogy in that it addresses situations that are at base comparably incommensurable.…”

Worker-Recovered Companies in Brazil: self-management process assessment by applying multi-criteria decision support tools

“…The understanding in terms of the self-management phenomenon is full with contradictions and "paradoxes", and it is necessary to highlight those contradictions in order to understand those organizations (Westenholz, 1999). The research material used as a base for this article will not allow for a deeper qualitative analysis of each case and their contradictions.…”