Managing Paradoxes of Creativity and Innovation

Abstract This chapter examines how individuals and teams manage tensions and balance competing demands in the development of new ideas, synthesizing research on the microfoundations of organizational paradox and innovation. It offers an integrative perspective that bridges both Western and Eastern traditions, highlighting the value of paradoxical thinking in fostering creativity. The paradoxical approach suggests that when organizations and their members encounter tensions—arising from contradictory demands, interests, perspectives, or identities—they should resist the inclination to favor one side over the other and instead embrace both, differentiating and integrating opposing forces to enhance creativity and drive innovation. Drawing on examples from the author’s research, the chapter illustrates how paradoxical frames and mindsets enable individuals and teams to effectively navigate intrapersonal and interpersonal tensions throughout the key phases of the innovation process: idea generation, elaboration, championing, and implementation. Additionally, it explores how cultural and organizational factors influence the adoption of a paradox mindset and affect the extent to which its benefits are realized. It concludes by highlighting promising avenues for future research, emphasizing the importance of understanding the mechanisms and conditions that shape the relationship between paradox management and innovation across diverse cultural and organizational settings.