THE CONVERGENCE CONTINUUM: NAVIGATING STAKEHOLDER DILEMMAS IN DYNAMIC ENVIRONMENTS

• Prof. Laura E. Whitman

  Chair in Ethics and Corporate Decision-Making, Kellogg School of Management, Northwestern University, USA

  Author

• Dr. Nneka I. Obiora

  Senior Lecturer in Business Ethics and Systems Thinking, Department of Management and Organizational Studies, University of Ibadan, Nigeria

  Author

The contemporary business landscape is increasingly defined by volatility, uncertainty, complexity, and ambiguity (VUCA) [2], and more recently, by brittleness, anxiety, nonlinearity, and incomprehensibility (BANI) [67]. These conditions generate complex dilemmas requiring organizations to integrate diverse and often conflicting stakeholder perspectives. Traditional linear problem-solving and siloed engagement approaches are insufficient. This article introduces the "Continuum of Convergence" framework, a novel approach inspired by the continuous nature of topological spaces, like the Möbius strip [42, 43]. This framework posits that seemingly opposing viewpoints are interconnected facets of a larger reality, enabling organizations to transcend dualistic thinking and foster synergistic solutions. Drawing upon principles from polarity management [26, 27], systems thinking [57], cognitive psychology [30, 37], and relational dynamics [11, 28, 29], the framework outlines four phases: Diagnosis of Divergence, Exploration of Interconnectedness, Co-Creation of Synergistic Pathways, and Sustained Adaptation and Integration. Conceptual applications demonstrate its potential to enhance decision-making in ambiguous environments, foster cross-cultural collaboration, and build organizational resilience. The framework calls for a shift towards "both/and" leadership and a commitment to continuous learning, offering a transformative pathway for organizations to thrive amidst complexity.

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