Chapter 9: Paradoxical consequences
Change often has paradoxical consequences. Before the solutions concepts, and related action plans, are made operational they need to be critiqued, especially for paradoxes that might arise from enacting them. This might be done by the experienced problem-solver simply using his or her imagination. However, the classic aid to thinking about paradoxical consequences is feedback loop diagramming. This chapter will discuss paradox and provide an example of how to use feedback loops to think about a solution concept. It will discuss a variant of multiple cause diagramming, one in line with pragmatism, which is called consequences networking.
You are not authenticated to view the full text of this chapter or article.
Elgaronline requires a subscription or purchase to access the full text of books or journals. Please login through your library system or with your personal username and password on the homepage.
Non-subscribers can freely search the site, view abstracts/ extracts and download selected front matter and introductory chapters for personal use.
Your library may not have purchased all subject areas. If you are authenticated and think you should have access to this title, please contact your librarian.