Abstract:
We draw upon the case of a large public sector service provider as it undertakes two technology roadmapping projects. Using a real-time observational study, we reveal the differences between participants’ thought worlds that contribute toward paradoxical tensions and complexities. Our findings show how thought worlds can be distinguished by the expertise of their members, and members’ values, attitudes, and beliefs. These characteristics are often the source of conflict with the thought worlds of others and manifest as paradoxical tensions. We find that these characteristics lead to members of thought worlds pursuing principal tactics.The principal tactic of each thought world may not be congruent with those of other thought worlds, but neither are they necessarily incongruent. Finding ways to accommodate the disparate principal tactics enables embracing the paradox through ‘both-and’solutions to tensions.