Paradigm Shift: A Definition and an Analysis of the Phenomenon

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Table of Contents

Definition
Example
Positive Consequence
Negative Consequence
Paradigm and Change
Other Approaches
The Paradigm Effect
Three Key Principles
Reference List

Definition

A paradigm is a specific pattern, which can be observed within a certain phenomenon and which reoccurs within a specific time period.

Example

The order, in which I traditionally make decisions (colleting the information from all resources available, sorting the information based on certain criteria, identifying the existing avenues, defining the positive and negative outcomes of each, locating the optimum solution and finally implementing it), can be considered an example of a paradigm that is typical for my daily routine.

Positive Consequence

Among the key positive consequences, which the above-mentioned paradigm has led to in my life, successful solution of major problems can be considered the prime effect thereof.

Negative Consequence

Although the specified pattern for making a decision can be considered rather reasonable, a closer look at the way, in which the paradigm occurs, will reveal that the latter has a few dents in it. Particularly, the fact that the process of data gathering does not presuppose identifying trustworthy sources deserves to be listed among the key disadvantages.

Indeed, the abundance of facts and the availability of information that the present-day media has to offer require that one should be able to discriminate between the credible sources and the ones that require an additional check. The paradigm mentioned above, however, does not involve the stage of verifying the credibility of resources. Consequently, the decision that will eventually be made may turn out to be somewhat biased and lacking objectivity.

Paradigm and Change

The paradigm of decision-making mentioned above promotes change in my personal and professional life, as it helps identify the effects of a certain step that will be made in the foreseeable future. The paradigm allows for efficient decision-making, which, in its turn, can be viewed as a part of promoting change within a specific environment.

Therefore, the subject matter can be considered a tool for identifying, assessing, and adapting to certain changes. More importantly, the paradigm under analysis helps adapt towards changes in practically any domain of my life, be it the personal or the professional one.

Other Approaches

Naturally, apart from the above-mentioned design for facilitating change, other frameworks for handling the issue exist. Particularly, the paradigm suggested by Courtney (2001) needs to be brought up as the basis for decision making.

Incorporating three key elements, it can be defined as a more precise and elaborate model, as it helps predict the possible outcomes in a more accurate manner and suggest a more adequate method of tackling the issues that may emerge. Incorporating three key elements, i.e., strategic planning, management control and operational control (Courtney, 2001, p. 18), it was originally designed for marketing and commerce, yet seems to be applicable to a variety of other domains.

The Paradigm Effect

The Paradigm Effect can be observed in each of the frameworks described above. For example, on the one hand, the paradigm described at the beginning helps view the objective reality by outlining the arguments that are provided by various sources, thus, facilitating objectivity.

On the other hand, the paradigm suggested sets specific boundaries by classifying the data retrieved in the process according to a specific taxonomy, therefore, preventing the decision-maker from viewing the key facts isolated.

Three Key Principles

Traditionally, three key principles for paradigm creation are identified. They include the development of a theory, which the paradigm is based on, collection of principles, which will be used for developing the paradigm, and the use of technology for making the paradigm work impeccably (Tonry, 2011, p. 167).

Reference List

Courtney, J. F. (2001). Decision making and knowledge management in inquiring organizations: toward a new decision-making paradigm for DSS. Decision Support Systems, 31(1), 1738.

Tonry, M. (2011). The Oxford handbook of crime and criminal justice. Oxford, UK: Oxford University Press.

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