In Praise of Paradox Persistence: Evidence from the Sydney Opera House Project

Gaim, M; Clegg, S; Cunha, MPE

In Praise of Paradox Persistence: Evidence from the Sydney Opera House Project

Gaim, M Clegg, S

Cunha, MPE

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Publisher:: SAGE Publications
Publication Type:: Journal Article
Citation:: Project Management Journal, 2022, 53, (4), pp. 397-415
Issue Date:: 2022-08-01

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Field	Value	Language
dc.contributor.author	Gaim, M
dc.contributor.author	Clegg, S https://orcid.org/0000-0001-6083-4283
dc.contributor.author	Cunha, MPE
dc.date.accessioned	2022-11-24T01:06:23Z
dc.date.available	2022-11-24T01:06:23Z
dc.date.issued	2022-08-01
dc.identifier.citation	Project Management Journal, 2022, 53, (4), pp. 397-415
dc.identifier.issn	8756-9728
dc.identifier.issn	1938-9507
dc.identifier.uri	http://hdl.handle.net/10453/163705
dc.description.abstract	Organizational paradoxes persist. In their persistence, they resist closure; we demonstrate how, by using an exemplary project, that of the construction of the Sydney Opera House. By analyzing paradoxes encountered in the construction of a notable contemporary architectural project, we discuss how dialogical interactions enable options to emerge in the form of responses that were not previously evident. Engaging paradoxes dialogically requires accepting rather than denying contradictions, meaning that rather than resolving them in favor of one pole or the other, the contradictions remain in play. Monologic interactions—favoring dominant and singular voices, rather than producing consensus—repress dissent, leading to conflict, through suppressing paradox.
dc.language	en
dc.publisher	SAGE Publications
dc.relation.ispartof	Project Management Journal
dc.relation.isbasedon	10.1177/87569728221094834
dc.rights	info:eu-repo/semantics/closedAccess
dc.subject	0806 Information Systems, 1202 Building, 1503 Business and Management
dc.title	In Praise of Paradox Persistence: Evidence from the Sydney Opera House Project
dc.type	Journal Article
utslib.citation.volume	53
utslib.for	0806 Information Systems
utslib.for	1202 Building
utslib.for	1503 Business and Management
pubs.organisational-group	/University of Technology Sydney
pubs.organisational-group	/University of Technology Sydney/Faculty of Business
pubs.organisational-group	/University of Technology Sydney/Faculty of Business/Management Discipline
utslib.copyright.status	closed_access	*
dc.date.updated	2022-11-24T01:06:08Z
pubs.issue	4
pubs.publication-status	Published
pubs.volume	53
utslib.citation.issue	4

Abstract:

Organizational paradoxes persist. In their persistence, they resist closure; we demonstrate how, by using an exemplary project, that of the construction of the Sydney Opera House. By analyzing paradoxes encountered in the construction of a notable contemporary architectural project, we discuss how dialogical interactions enable options to emerge in the form of responses that were not previously evident. Engaging paradoxes dialogically requires accepting rather than denying contradictions, meaning that rather than resolving them in favor of one pole or the other, the contradictions remain in play. Monologic interactions—favoring dominant and singular voices, rather than producing consensus—repress dissent, leading to conflict, through suppressing paradox.

Please use this identifier to cite or link to this item:

http://hdl.handle.net/10453/163705