What is the dominant philosophical position that you tend to use to address workplace-based problems?
I will continue focusing on the work based issue of discrimination in the work place. Discrimination in the work place occurs on the grounds of race, sex, age and disability. The dominant philosophical position that I use to address work-based problems is that everyone’s opinion should be considered. In most cases, people are biased when coming up with a solution for a certain problem. I believe that all parties to a problem have the right to put across their argument and that the problem solver should consider all the opinions which are put across. While coming up with a solution, all parties involved should first put aside their differences and listen to each other. The best solution to a problem is the one which satisfies everyone’s interests. For example when solving the problem of discrimination, both parties should put across their opinions before a solution is made (Prasad, 1997).
Using Hassard (1991), apply the concept of paradigms and show how it would affect the type of knowledge created about your chosen workplace-based problem.
According to (Hassard, 1991) there is a model which produces four accounts of work behavior namely functionalist, interpretive, racial humanist and racial structuralist. When people in a workplace are functionalists, the work place becomes an environment where people work together in harmony and a state of equilibrium is maintained. This in turn leads to people having common knowledge. Thus, any knowledge about discrimination, which is the problem, would be known to everyone. Discrimination would in fact be eliminated since functionalism promotes harmony, and also since information passed on to discourage discrimination would be easily assimilated.
The interpretive paradigm explains the stability of behavior, that is human beings viewing the world as it is. According to this paradigm, new knowledge introduced to the work place about discrimination would be hard to incorporate. According to the racial humanist paradigm, man sees himself as a superstructure as compared to other human beings whom he interacts with. This would make people in the work place to consider only their knowledge to be superior to other knowledge. It would be challenging trying to introduce new ideas since people would not readily accept them. The final paradigm is radical structuralist. It suggests that society is based on conflicts which bring about change. According to this paradigm, new ideas would be accepted if they caused a conflict among the people. Thus, the best way to introduce knowledge to such would be through presenting ideas which deeply challenge their already existing ideas (Martin, 1999).
How might the concepts of paradigms and metaphors be used to expand your problem-solving abilities?
The above paradigms are useful in the process of problem solving. They can help me to understand people in a deeper way, by understanding how and why they behave in a particular way. If I analyze them deeply, they can show me the root cause of some problems among human beings, in this case discrimination. Identifying and understanding the root cause of a problem is the first and most important step of the problem solving process. This also helps with the process of coming up with the best solutions and the most effective ways to implement them (Hassard, 1991).
Using Cunliffe (2010) develop and communicate a viewpoint on whether you think that knowledge creation is primarily a craft or a science
Knowledge creation is the act of assembling new ideas through specific and tacit knowledge in the human mind. Knowledge creation is a craft. A craft is a process that requires the use of a set of skills. Knowledge creation involves transferring, combining and converting different types of knowledge, which are all processes that require a range of skills. For example, in order to create knowledge in people about discrimination, I would be required to possess and have the ability to apply excellent communication skills in transferring my knowledge to other people. I would also require these skills to convince people about the truth of my facts and to make them accept them. Thus, knowledge creation is a craft (Cunliffe, 2010).
Hassard, J. (1991). Multiple paradigms and organizational analysis: A case study. Organization Studies, 12(2), 275-299.
Cunliffe, A. L. (2010). Crafting qualitative research: Morgan and Smircich 30 years on. Organizational Research Methods.
Prasad, P., & Mills, A. (1997). Understanding the dilemmas of managing workplace diversity. Managing the organizational melting pot: Dilemmas of workplace diversity, 1.
Martin, J. N., & Nakayama, T. K. (1999). Thinking dialectically about culture and communication. Communication theory, 9(1), 1-25.