Table of Contents
Abstract…………………………………………………………………………………………… 3
Paradoxical Thinking in Organizations………………………………………………………........ 4
Apple Inc. and Paradoxical Thinking……………………………………………………………... 5
Learning Paradoxical Thinking…………………………………………………………………… 7
Paradoxical Thinking as a Skill of Intelligence…………………………………………………... 8
Conclusion………………………………………………………………………………………... 9
References……………………………………………………………………………………….. 10

Abstract
Paradoxical thinking is looking at a problem from a different perspective and coming up with a solution. We live in an ever-changing, dynamic environment. In order for organizations to be successful, they must be willing to resolve conflict and contradiction using apparently opposite ideas and
The company was set up in the basement of Jobs house and served as the “headquarters” of the company and on April 1, 1976 Apple created their first ever personal computer which was released under the name of Apple Computer Co. During the next decade Apple released a new and advanced version of the personal computer. The company also brought in several people to serve in high-level management positions. At this time, it became apparent that Jobs lacked the ability to manage the firm on his own. He lacked the vision and maturity of a strategist and clashed with other management leaders in the organization. Jobs left Apple a short time later, unable to work through the differences in ideologies. (Laster, 2012). As Apple approached the eighties, and specifically the development of the first Macintosh, they realized they had to create a legacy for the company. The decided to debut the new computer in a single national broadcast of a $1.5 million television commercial which aired during the Super Bowl in 1984. The commercial was considered a “masterpiece” and created tremendous buzz for the Macintosh. In addition to the commercial, Apple also took bought out all the ad space in Newsweek magazine and ran a “test drive” program. However, even with the strong marketing campaign, the Macintosh wasn’t as successful as the company hoped. In many ways it was too radical for most people and was too expensive for the