A paradox (from the Greek word meaning "contrary to expectation") is a statement that seems self-contradictory but may be true. Exploring the distinction between truth and plausibility, the author presents a standardized, straightforward approach for deciphering paradoxes -- one that can be applied to all their forms, whether clever wordplay or more complex issues.

Paradoxes and their Resolutions is Avi Sion’s latest ‘thematic compilation’. It collects in one volume the essays that he has written in the past (over a period of some 27 years) on this subject. It comprises expositions and resolutions of many (though not all) ancient and modern paradoxes, including: the Protagoras-Euathlus paradox (Athens, 5th Cent. BCE), the Liar paradox and the Sorites paradox (both attributed to Eubulides of Miletus, 4th Cent. BCE), Russell’s paradox (UK, 1901) and its derivatives the Barber paradox and the Master Catalogue paradox (also by Russell), Grelling’s paradox (Germany, 1908), Hempel's paradox of confirmation (USA, 1940s), and Goodman’s paradox of prediction (USA, 1955). This volume also presents and comments on some of the antinomic discourse found in some Buddhist texts (namely, in Nagarjuna, India, 2nd Cent. CE; and in the Diamond Sutra, date unknown, but probably in an early century CE).

Find the roadmap to the heart of the conflict The Conflict Paradox is a guide to taking conflict to a more productive place. Written by one of the founders of the professional conflict management field and co-published with the American Bar Association, this book outlines seven major dilemmas that conflict practitioners face every day. Readers will find expert guidance toward getting to the heart of the conflict and will be challenged to adopt a new way to think about the choices disputants face,. They will also be offered practical tools and techniques for more successful intervention. Using stories, experiences, and reflective exercises to bring these concepts to life, the author provides actionable advice for overcoming roadblocks to effective conflict work. Disputants and interveners alike are often stymied by what appear to be unacceptable alternatives,. The Conflict Paradox offers a new way of understanding and working with these so that they become not obstacles but opportunities for helping people move through conflict successfully.. Examine the contradictions at the center of almost all conflicts Learn how to bring competition and cooperation, avoidance and engagement, optimism and realism together to make for more power conflict intervention Deal effectively with the tensions between emotions, and logic, principles and compromise, neutrality and advocacy, community and autonomy Discover the tools and techniques that make conflicts less of a hurdle to overcome and more of an opportunity to pursue Conflict is everywhere, and conflict intervention skills are valuable far beyond the professional and legal realms. With insight and creativity, solutions are almost always possible. For conflict interveners and disputants looking for an effective and creative approach to understanding and working with conflict , The Conflict Paradox provides a powerful and important roadmap for conflict intervention.

In a world plagued by conflict one might expect that the exact sciences of logic and mathematics would provide a safe harbor. In fact these disciplines are rife with internal divisions between different, often incompatible systems. This original book explores apparently intractable disagreements in logic and the foundations of mathematics and sets out conflict resolution strategies that evade these stalemates. This book makes an important contribution to such areas of philosophy as logic, philosophy of language and argumentation theory. It will also be of interest to mathematicians and computer scientists.

Paradox Lost covers ten of philosophy’s most fascinating paradoxes, in which seemingly compelling reasoning leads to absurd conclusions. The following paradoxes are included: The Liar Paradox, in which a sentence says of itself that it is false. Is the sentence true or false? The Sorites Paradox, in which we imagine removing grains of sand one at a time from a heap of sand. Is there a particular grain whose removal converts the heap to a non-heap? The Puzzle of the Self-Torturer, in which a series of seemingly rational choices has us accepting a life of excruciating pain, in exchange for millions of dollars. Newcomb’s Problem, in which we seemingly maximize our expected profit by taking an unknown sum of money, rather than taking the same sum plus $1000. The Surprise Quiz Paradox, in which a professor finds that it is impossible to give a surprise quiz on any particular day of the week . . . but also that if this is so, then a surprise quiz can be given on any day. The Two Envelope Paradox, in which we are asked to choose between two indistinguishable envelopes, and it is seemingly shown that each envelope is preferable to the other. The Ravens Paradox, in which observing a purple shoe provides evidence that all ravens are black. The Shooting Room Paradox, in which a deadly game kills 90% of all who play, yet each individual’s survival turns on the flip of a fair coin. Each paradox is clearly described, common mistakes are explored, and a clear, logical solution offered. Paradox Lost will appeal to professional philosophers, students of philosophy, and all who love intellectual puzzles.

The notion of paradox dates back to ancient philosophy, yet only recently have scholars started to explore this idea in organizational phenomena. Two decades ago, a handful of provocative theorists urged researchers to take seriously the study of paradox, and thereby deepen our understanding of plurality, tensions, and contradictions in organizational life. Studies of organizational paradox have grown exponentially over the past two decades, canvassing varied phenomena, methods, and levels of analysis. These studies have explored such tensions as today and tomorrow, global integration and local distinctions, collaboration and competition, self and others, mission and markets. Yet even with both the depth and breadth of interest in organizational paradoxes, key issues around definitions and application remain. This Handbook seeks to aid, engage, and fuel the expanding interest in organizational paradox. Contributions to this volume depict how paradox studies inform, and are informed, by other theoretical perspectives, while creating a resource that enables scholars to learn about and apply this lens across varied organizational phenomena. The increasing complexity, volatility, and ambiguity in our world continually surfaces paradoxical dynamics. Thus, this Handbook offers insights to scholars across organizational theory.

An introduction to paradoxes showing that they are more than mere puzzles but can prompt new ways of thinking. Thinkers have been fascinated by paradox since long before Aristotle grappled with Zeno's. In this volume in The MIT Press Essential Knowledge series, Margaret Cuonzo explores paradoxes and the strategies used to solve them. She finds that paradoxes are more than mere puzzles but can prompt new ways of thinking. A paradox can be defined as a set of mutually inconsistent claims, each of which seems true. Paradoxes emerge not just in salons and ivory towers but in everyday life. (An Internet search for “paradox” brings forth a picture of an ashtray with a “no smoking” symbol inscribed on it.) Proposing solutions, Cuonzo writes, is a natural response to paradoxes. She invites us to rethink paradoxes by focusing on strategies for solving them, arguing that there is much to be learned from this, regardless of whether any of the more powerful paradoxes is even capable of solution. Cuonzo offers a catalog of paradox-solving strategies—including the Preemptive-Strike (questioning the paradox itself), the Odd-Guy-Out (calling one of the assumptions into question), and the You-Can't-Get-There-from-Here (denying the validity of the reasoning). She argues that certain types of solutions work better in some contexts than others, and that as paradoxicality increases, the success of certain strategies grows more unlikely. Cuonzo shows that the processes of paradox generation and solution proposal are interesting and important ones. Discovering a paradox leads to advances in knowledge: new science often stems from attempts to solve paradoxes, and the concepts used in the new sciences lead to new paradoxes. As Niels Bohr wrote, “How wonderful that we have met with a paradox. Now we have some hope of making progress.”