INTEGRATING THE PARADOX THINKING INTO ORGANIZATIONAL CHANGE MANAGEMENT FRAMEWORKS

Introduction. Organizational change meets resistance, setbacks, and unforeseen challenges. Traditional models, though useful, often miss the inherent contradictions and complexities. These models see change as linear, ignoring dynamic and conflicting forces. The paradoxical theory of change sees tensions as natural and necessary. Embracing paradoxes drives innovation, adaptability, and resilience. Purpose. This article explores integrating paradoxical thinking into established frameworks: Kotter's 8-Step process, McKinsey's 7-S framework, and the 7-Stage Nudge model. It includes the Real-Ideal-Self model and Primal Leadership principles to enhance leadership. This integration offers a holistic and dynamic approach, helping organizations better navigate complexities and contradictions. Materials and Methods. The research materials consist of works by foreign authors, who conduct their scientific and practical studies on the theory and methodology of organizational change management. These studies also cover related specific applied aspects. Results. The research shows how paradoxical thinking fits into existing OCM models, providing practical insights for leaders and change agents. Key contributions include redefining contradictions as catalysts for positive change, enhancing OCM models with a comprehensive strategy, and emphasizing the importance of authentic leadership and organizational culture. Strategies for managing tensions, like fostering a learning culture, “both/and” thinking, and adaptive leadership, are discussed. The implications are profound — a paradoxical mindset can transform change management. Prospects. By fostering continuous learning, experimentation, and adaptation, organizations achieve sustainable and effective transformations. This article lays the groundwork for future research and practice, integrating paradoxical thinking into OCM, driving innovation, resilience, and long-term success in a dynamic business environment.