1.8. Dialectical process theory

Dialectics is seen as a central driver or mechanism for organizational change and development (Van de Ven & Pool, 1995). The key element in the dialectical analysis of development is explicit thinking in terms of contradictions (Mathiassen & Nilsen, 1989). A contradiction takes place between two opposite aspects, thesis and antithesis. One aspect, the thesis in a contradiction, cannot be fully understood without considering the other aspect, the antithesis. In dialectical process theory, stability and change are explained by reference to the balance of power between opposing entities. Change occurs when these opposing values, forces or events gain sufficient power to confront and engage the status quo. A thesis may be challenged by an antithesis, and the resolution of the contradiction becomes a synthesis (Van de Ven & Pool, 1995). Contradictions are certainly present in eParticipation projects and dialectics may serve as a way of analyzing change related to eParticipation efforts.







References:


Mathiassen, L., & Nilsen, P. A. (1989). Soft Systems and Hard Contradictions - Approaching the Reality of Informations Systems in Organizations. Journal of Applied Systems Analysis 16, 75-88.

Van de Ven, A. H., & Pool, M. S. (1995) Explaining development and change in organizations. Academy of Management Review, 20, 510-540.

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