Concept of Contradictions

In showing that technologies are in fact a part of an institution, Groleau et al (in press) made use of contradiction from activity theory. Contradictions are present in all human activities. It emerges from the differences between individual’s motives and that of the community. Because an individual is often subordinated to the community, an inherent tension exists. There are four types of contradictions: Primary, which is always present as part of the societal construct. Secondary, which is a manifestation of the primary. Tertiary, which is a transformation of the activities by the tension of the contradictions. And quaternary, which is when new activities appear with new or modified contradictions.

Should (Can) Contradictions be Alleviated?

In the paper, Groleau et al suggested that researchers such as Engestrom sees contradictions as bad, and should be alleviated. Groleau et al saw a more important intervention by means of understand the ‘dynamics’ within contradictions. This was a good start. However, towards the end, they concluded that the tension was internally alleviated through redistribution of labor and usage of 3D CAD system. Thus, ended with similar tone as how Engestrom would view contradictions.

Additionally, it was never clear in Groleau et al in the word ‘resolve.’ Was the tension alleviated? The secondary contradiction was that of architects’ customers demanding more 3D computer drawings over the traditional 2D hand drawings. Customers wanted to know what they are paying for. But part of architects’ professional conduct is to be able to visualize space of the design, which is embedded in the hand drawings – an invisible work. Nonetheless, the architects relented, and installed 3D CAD programs, and hired interns to help with the drawings, shifting part of their professional ‘turfs’ to young and unqualified actors. The customers were thus satisfied. Yet, how was the tension alleviated in the case of the architects? They were partially satisfied by the creativity afforded by 3D CAD, but facing an impact on professionalism. They did not intentionality seek creativity, but of the need to remain financial viable.

A more basic question is should contradictions be alleviated? Or can it? Imagine that the architects are able to do what they like. The customers will have to accept what they were given. Perhaps even 2D hand drawings would not have develop. Or in another extreme, the customers can do whatever they want. There is no professionalism and its all about the money. Will the architectures even care about what the customers would get? If there is no contradictions, will a community develop towards the better end?

It's a regrettable that the free market economy was built on contradictions. Adam Smith noted that the income gap is the very essence that drives the development of modern economy.

Not Alleviate – Manage!

We would like to argue that contradictions are the basis of institutional activities. Groleau et al losed sight of the purpose of a society in his analysis of the architecture firm. To them, contradictions are inherent in activity, and which technologies purpose are to resolve and satisfy various actors. In their conception, there is no mentioning of the societal purpose. The architects, the customers, and OAQ were actors within a self serving system. However, an alternative conception is that of contradictions as part of the institutional construct: (1) not to be resolve but sustain, and (2) not to be encouraged but maintain. From this perspective, contradictions were intentionally kept in check, but were not resolved; filling in every actor’s needs, but ensuring no one was overly exploited nor exploiting; a right amount of tension was made to be present in the system, yet not tearing it apart. There is a purpose for the community, which is built on its value. That value is the principle of management. Within the paper, Within the paper, Groleau et al had suggested this purpose, which is none other than a strong and efficient economy.

In this community, the architects aim to maximize their profit and at the same time, the professionalism which is foundational upon their status and income. At the same time, OAQ has to maintain the respectability of architects, essence to the success of the profession. The customers wanted a good building for their money worth, though not described in the paper, is tied to their own agenda.

In my conception, technologies or other measures manage contradictions, but never alleviates it. In management, it keeps the balance and tension under control – not too much, not too little. In fact, in this case, the technology can be seen to ‘spark’ the tension, not resolving it. For example, in building expectations in the customers that they could see more drawings from the architects, thus making hand drawings as less satisfactory.

Conclusion

Contradictions, in my conception, is seen as a necessity within institutional activities. However, it has to be managed, with the institutional purpose in mind. Technologies are seen as one of the possible elements that manage these contradictions. Manage to keep up the energy driving the dynamism. Ironically, this was what Groleau et al set out to find, but missed the forest for the tree.

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References
Groleau C, Demers C, Lalancette M, and Barros M (in process of publication). Contradictions in practice-based studies of technological change: Introducing 3D design in an architect firm. In Scandinavian Jor of Info Sys.

January 2008