INDEX

ABCD tools. See assumptions; boundaries; comfort; dynamism
Abedin, Huma, 13
Abundance (Diamandis and Kotler), 111–112
Academy of Management Review, 48
acceptance of discomfort, 162–165
Adler, Alfred, 96
agility, cultivating, 190
Alberta oil sands, 135–136
ambidexterity, 130–131, 142
contextual, 142
in navigating challenges, 130–131, 142
structural, 142
ambiguity, 235–237
ambivalence, emotional, 167–169
Angelou, Maya, 89
Angkor Wat, 120–121
anxiety, 5–6
embracing tensions and, 55
emotional traps and, 55–56
navigating, 7
shifting assumptions and, 91
uncertainty and, 45
Argote, Linda, 76
Argyris, Chris, 192–193
Aristotle, 103
assumptions, 39–40, 71
about resources, 95, 106–113
challenges to, 103–106
changing through action, 103–106
cognitive traps and, 51–52
double-loop learning and, 192–194
in the paradox system, 84–85, 95
problem solving and, 113–119
reframing questions to both/and and, 203–205
shifting to both/and, 89–124
takeaways on, 123
authenticity paradox, 129–130
Authentic Leadership (George), 253
autonomic rehabilitation, 161
autonomy, 36–37, 176, 191
Axial Age, 24

Bansal, Pratima, 135–136
Barclays, 12–13
Barroso, José Manuel, 64–65
Bartunek, Jean, 52–53
Bateson, Gregory, 53
Bazerman, Max, 108
A Behavioral Theory of the Firm (Cyert and March), 56
behavioral traps, 56–57, 243–245
belonging paradoxes, 31, 34–36, 155, 239–240
Ben & Jerry’s, 32
Berg, David, 30, 55
Berti, Marco, 186
Besharov, Marya, 144
biases
cognitive traps and, 51–52
confirmation, 101
escalating commitment, 57
illusion of control, 114–115
Birkinshaw, Julian, 142
bittersweet emotions, 168
“The Blind Men and the Elephant” (Saxe), 99
boards, corporate, 61–63
Bohr, Niels, 28, 96, 98–99, 199
Bossidy, Larry, 256
Boston Consulting Group, 188–190
Both/And (Abedin), 13
both/and thinking
applying, 13–14
assumptions and, 89–124
building context to enable, 242–249
creative integration with, 75–79
developing, 6–10
importance of now, ix–xi
for individual decisions, 203–205
inviting people into, 249–257
for leaders, 233–234
takeaways on, 123
tools to enable, 38–40, 84–86. See also paradox system
boundaries, 39–40, 71, 125–152
building, 130–131
challenges of crossing, x–xi
guardrails and, 143–148
in the paradox system, 84, 85–86
persistence and, 132–134
personal level, 148–152
in separating and connecting competing demands, 137–143
takeaways on, 152
bounded rationality, 53
Boyle, Dennis, 191–192
Brach, Tara, 162–163, 164
brain, limbic system and, 157–158
breathing, 160–162
Breen, Bill, 58
Brick by Brick (Robertson and Breen), 58
bricklayers, parable of the three, 132–133
broaden and build theory, 165–166
Broussine, Michael, 156
Brown, Brené, 11–12, 27, 151, 156
Buddha, 157
building in a pause, 157–162
Burke, Gary, 138–139
Busch, Christian, 186

Cambodia, 120–124
Cambridge University, 154–155
Cameron, Kim, xi–xii, 30
Capra, Fritjof, 28
Cardiac and Wellness Integration Center at Virginia Commonwealth University, 160
careers
decision making on, 199–211
dual-career couples and, 148
getting stuck in ruts and, 46–51
Carlsmith, James, 34–35
Cass Business School, 64, 185–186
Chabris, Christopher, 100–101
change
dynamism and, 25
getting stuck in ruts vs., 8, 46–51
paradox salience and, 11
preference for stability and, 8
rate of, tensions from, 92
vs. stability paradox, 6
Charan, Ram, 256
Charleston, South Carolina, 9–10, 215–231
impact of polarity mapping for, 229–231
polarity maps for, 221–224, 226
choosing, 208–211
Christensen, Clayton, 53–54, 133–134
Christiansen, Niels, 66
Christiansen, Ole Kirk, 43
Cicero, 167
Clegg, Stewart, 190
closed-mindedness, 156
Cobb, Alan, 40
Cobb, Tony, 40
Cobb, Zita, 9, 19–21, 250–251, 252
global/local approach by, 40–42
presenting dilemmas for, 26
cognition, 22
definition of, 51
effort toward, 134
impact of changing, 166
inattention blindness and, 100–101
rabbit holes in, 51–54
cognitive dissonance, 34–35
cognitive frames, 96–98
cognitive traps, 51–54, 243–245
behavioral traps and, 56–57
Cohen, Ben, 32
Collins, Jim, 233
Colquhoun, Glenn, 251
comfort, 39–40, 71
broadening our perspective and, 165–169
building in a pause and, 157–162
finding in discomfort, 153–171
in the paradox system, 84, 86
takeaways on, 170–171
commitment, escalating, 57, 178–179
communication
both/and language for, 12–13
double-loop learning and, 193–194
imagery in, 252
listening and, 221–222
separating and connecting competing demands in, 142
competing values framework, 30
complexity, 235–237
compromise, 76, 77
confidence, 257–258
confirmation bias, 101
conflicts
building skills for managing, 255
creative integration and, 76–77
integrative decision making and, 208
persistent, 5–6
ubiquity of, ix–xi
Confucius, 28
consistency
belonging paradoxes and, 34–35
consistent inconsistencies and, 75, 79–82
the desire for, 8
context, to enable both/and thinking, 242–249
contextual ambidexterity, 142
contradictions, x, 23
control
centralized, organizing paradoxes and, 36–37
hanging out on the balcony and, 116–119
illusion of, 114–115
leadership and, 115–116
problem solving and, 113–119
conventional thinking, 77–78
coping vs. controlling, 113–119
core capabilities, 30
corporate social responsibility, 32–33, 236
cortisol, 161, 166
Cosgrove, Stephen, 186–187
couple contracts, 148
courage, xi
Covid-19 pandemic, ix–x
parenting issues in, 1, 2
separating and connecting competing demands in, 138
social connection and, 167
work-life paradoxes in, 84
creativity, 4, 7, 27
constraints and, 147–148
experiencing tension and, 92
at LEGO, 58
at Toyota, 177–178
culture
experimentation and, 180
at Gore, 174–176
of psychological safety, x–xi
self-actualization and, 174
Cunningham, William, 156
cyclical loop, 225
Cyert, Richard, 56

Dacin, Tina, 154–155
DailyWorth.com, 132
Dane, Erik, 56
Data General, 139–140
decision making
alternatives in, 3
behavioral traps in, 57
considering the outcome in, 208–211
data analysis for, 205–208
defining the dilemma for, 200–201
double-loop learning and, 192–194
for individuals, 199–211
purpose as focus for, 135–137
reframing to both/and questions for, 203–205
surfacing underlying paradoxes for, 201–203
defense mechanisms, 55–56, 156
defensiveness, 119, 160–162
Deloitte, 234
demands, competing, 17, 91–92, 137–143
denial, 55–56, 156, 162–163
Diamandis, Peter, 111–112
dichotomies, avoiding false, 142–143
dichotomous mindset, 92–94, 120
Digital Divide Data (DDD), 122, 141–142
board of advisers at, 145–146
experimentation at, 248–249
guardrails at, 144–146
Digital Equipment Corporation, 139
dilemmas, 3–4
both/and thinking about, 8–9
defining for decision making, 200–201
definition of, 4–5
presenting, 24–27
discomfort, 5–6
accepting, 162–165
broadening our perspective and, 165–169
building in a pause and, 157–162
finding comfort in, 153–171
honoring, 252–255
takeaways on, 170–171
disruption, ix–x
Dostoevsky, Fyodor, 162–163
double-binds, 53
double-loop learning, 192–194
doubt, potential for generative, 190
Drinko, Clay, 105
duality, 25, 28–29, 86
dynamics, 39–40
building in dynamism and, 176–178
enabling to unleash tensions, 173–194
experimentation using measured steps and, 178–184
learning to unlearn and, 191–194
serendipity and, 184–190
takeaways on, 194
dynamism, 25, 71
building in, 176–178
choosing and, 209
cultivating agility and, 190
leadership practices for, 247–248
in the paradox system, 84, 86
takeaways on, 194

Eastern philosophy, 11, 23, 24–25, 28, 96
ecobricks, 110–111
Edmondson, Amy, ix–xiii, 30
education, public, 154–155
Einstein, Albert, 28, 75, 76, 155
either/or thinking, 3
creative integration and, 81–82
individual decisions and, 203–205
mindset and, 92–93
perils of, 45–46
polarization and, 61–66
pros and cons of, 7–8
elephant and blind people parable, 99–100
emotional ambivalence, 167–169
emotional energy, 2–3
emotional engagement, 134
emotional regulation, 160–162
emotional traps, 54–56, 243–245
behavioral traps and, 56–57
emotions
accepting the discomfort, 162–165
building in a pause and, 157–162
cognitive traps and, 54
comfort and, 86
downward spirals of, 156–157
finding comfort in discomfort, 153–171
leadership in channeling, 254–255
listening and, 221–222
putting them to work, 155–157
rebound effect in, 162–163
ruts based on, 54–56
shifting from negative to positive, 166–167
uncertainty and, 45
endorphins, 167
Enron, 134
environmental issues, x, 236–239
escalating commitment, 57, 178–179
Execution (Bossidy and Charan), 256
expansiveness, 82
experiential learning, 52–53
experimentation
encouraging, 246–249
in experiential learning, 52–53
leaving the nest and, 183–184
rapid prototyping in, 179–180
uncovering synergies and, 180–183
using measured steps, 178–184
exploitation, 34
learning paradoxes and, 129
exploration
innovation and, 34
learning paradoxes and, 129
S curve and, 50
Extreme Toyota (Osono, Shimizu, and Takeuchi), 177–178

failure, S curve of, 46–51
false dichotomies, 142–143
false synergies, 142–143
Faraday, Michael, 28, 96
Fayol, Henri, 36
Festinger, Leon, 34–35
Figge, Frank, 32–33
fight-or-flight response, 160–161
financial risk management, 146–147
Fisher, Roger, 208
fixed pie assumption, 108–110
Fleming, Alexander, 184
Flourish (Seligman), 167
flux, state of, 24–25
focus, 17
broadening, 117
inattention blindness and, 100–101
Fogo Island, Newfoundland, 9, 19–21, 250–251
global/local approach on, 40–42
knotted and nested paradoxes in, 37–38
presenting dilemmas for, 24–26
Fogo Island Inn, 40–41
Follett, Mary Parker, 7, 43, 76–77, 255
Fosdick, Harry Emerson, 132–134
framing/reframing, 46
assumptions and, 52–53
experimentation and, 183–184
for personal decision making, 203–205
of resources as abundant, 95, 106–113
Frankl, Viktor, 131–132
Fredrickson, Barbara, 165–166
Freeman, Ed, 33
Freud, Sigmund, 29
Friedman, Milton, 32
Friedman, Thomas, 122
Froese, Andreas, 111
Frost, Robert, 45–46

gender equity, 246
generative doubt, 190
George, Bill, 253
Gerstner, Lou, 127–128, 147–148
Getting to Yes (Fisher and Ury), 208
Gharbo, Raouf (Ron), 160–162, 166–167
Gibson, Christina, 142
Gino, Francesca, 76
give-and-take, 112–113
Give and Take (Grant), 112–113
globalization challenges, 239–240
goals
both/and language for, 12–13
business subunits and, 141–142
separating strategic, 141–142
at Unilever, 236
Gore, Bill, 174, 175
Gore, Robert, 175, 185
Gore-Tex, 175, 185
governance, corporate, 61–63, 236
Grant, Adam, 52, 112–113, 193
Grashow, Alexander, 116
greater purpose statements, 222
the great resignation, ix–x
Green Eggs and Ham (Geisel), 147
Greenfield, Jerry, 32
guardrails, 143–148. See also boundaries
around paradoxical poles, 243–245
staying on track with, 144–147
guilt, shame vs., 156

Haas, Ingrid, 156
habits, behavioral traps and, 56–57
Hahn, Tobias, 32–33, 97
Hampden-Turner, Charles, 65
Handspring, 192
Handy, Charles, 46, 48, 50
Hastings, Reed, 247–248, 255
hate crimes, 215–216, 230–231
Heidrick & Struggles, 233–234
Heifetz, Ronald, 116–117
Heraclitus, 11, 24–25, 28, 96
Hill, Linda A., 30
Hockenstein, Jeremy, 89–91, 119–122, 142, 193
experimentation and, 248–249
guardrails created by, 144–146
Honda, 188–190
hooks, bell (Gloria Jean Watkins), 35
Hoyt, Randy, 25
human relations movement, 36
Human Side of Enterprise (McGregor), 174

Ibarra, Herminia, 129–130
IBM, 83, 125–129, 242, 246
building boundaries at, 130–131
false dichotomies and synergies at, 142–143
guardrails at, 146–148
long term vs. short term at, 135, 136–137
separating and connecting competing demands at, 139–141
The Icarus Paradox (Miller), 49–50
identity
authenticity paradox and, 129–130
belonging paradoxes and, 34–36, 155
work-life balance and, 202
IDEO, 179, 191–192
Illumination Project, 231
illusion of control, 114–115
impression management, 62–63
improvisational theater, 103–104
inattention blindness, 100–101
inconsistencies, consistent, 75, 79–82
indecisiveness, 177
Ingram, Amy, 91–92
innovation
cognitive traps and, 53–54
guardrails and, 147–148
learning paradoxes and, 34, 238–239
rigidity and, 30
The Innovator’s Dilemma (Christensen), 53–54
insights
accepting multiple truths and, 98–106
creative integration and, 75–76
divergent, 59
emotions and, 155–156
presenting dilemmas and, 74–75
integrative thinking, 76–79, 168–169
intensification, 51–57
interdependence, 4–6, 17, 23, 76, 91, 94, 97, 129, 155, 161, 203, 217, 228, 262
interpersonal relationships, 213–231
ironic processing theory, 162–163

Jacobson, Leonore, 54
James, Robin, 187
Janusian thinking, 76
Jarzabkowski, Paula, 138–139
Jaspers, Karl, 24
JDS Uniphase Corporation, 9, 20
jidoka, 178
Johnson, Barry, 58, 96, 214, 220
Jung, Carl, 27, 29, 96
just-in-time (JIT) manufacturing, 178

Keller, Josh, 91–92, 257
Kelley, David, 179
Kelly, Terri, 9, 173–176, 185, 193–194, 252
Kidder, Tracy, 140
Kierkegaard, Søren, 27, 82, 123
kitchen rules, and improv, 104
Knight, Eric, 97
knotted paradoxes, 37–38
definition of, 38
at Unilever, 237–240
knowledge, as multiple truths, 95, 98–106
Knudstorp, Jørgen Vig, 58, 65–66
Kotler, Steven, 111–112

Langer, Ellen, 114–115
language, in changing assumptions, 114. See also communication
Lao Tzu, 11, 24, 25, 28, 96
leaders and leadership, 233–258
adaptive problems and, 115–116
both/and language in, 12–13
confidence and humility in, 257–258
conflict management skills and, 255
context for both/and thinking and, 242–249
core ideas for, 33
creative integration and, 77–78
developing organizations into paradox system and, 240–241
either/or thinking by, 7
encouraging experimentation and, 246–249
gender equity in, 246
honoring discomfort and, 252–255
inviting people into both/and thinking and, 249–257
organizing paradoxes and, 36–37
paradoxical demands in, 30
personalizing paradoxes for employees and, 256–257
purpose and, 132–134
stakeholder diversification and, 245–246
learning, x–xi
double-loop, 192–194
experiential, 52–53
vs. performing, 150–151
from polarity assessments, 217–218, 225–228
for teams, 30
to unlearn, 191–194
learning paradoxes, 31, 33–34
definition of, 129
at IBM, 127–129
innovation and, 238–239
performing vs., 150–151
in personal life, 129–130
LEGO, 43–44
behavioral traps at, 56
bifocal perspective at, 65–66
cognitive traps at, 53
innovation at, 58
overcorrection at, 57–58, 227–228
polarity map of, 59–60
purpose at, 132
S curve at, 58
Leonard, Dorothy, 30
Lever Brothers, 242–243
liar’s paradox, 23–24
limbic system, 157–158, 160–161
Lindsay, Greg, 190
Lineback, Kent, 30
Linsky, Marty, 116–117
The Little Prince (Saint-Exupéry), 133
Lloyd’s of London, 138–139
local vs. global, 21
on Fogo Island, 40–42
London Business School, 185
Lorde, Audre, 213
Lüscher, Lotte, 44, 53, 114

Maier, Russell, 110–111
Manley, Stuart, 159–160
Mann, Horace, 154
Maps of the Minds (Hampden-Turner), 65
March, James, 34, 56, 129
Martin, Kirsten, 33
Martin, Roger, 77–78
Maslow, Abraham, 174
Maxwell, James Clerk, 28
Mayo, Elton, 36
McCain, John, 12
McGregor, Douglas, 36, 174, 193
McKinsey, 90
meaning, making, 131–132
mental energy, 2–3
mental models, 192–194
Milarepa, 162–163
Miller, Danny, 49–50
mindsets
importance of, 91
intensification of, 51–54
inventory for paradox and, 259–264
leadership and shifting, 251–252
paradox, 92–95, 120, 259–264
serendipity and, 186–188
shifting assumptions and, 91–98
Miron-Spektor, Ella, 76, 91–92
Mister Rogers’ Neighborhood, 138–139
Morris, Tim, 233–234
Morrison, Mary C., 257–258
Mother Emanuel African Methodist Episcopal (AME) Church, 9–10, 215–216, 230–231
motivation, 29
human relations movement and, 36
purpose and, 133–134, 225
Mozart, Amadeus, 75, 76
mules, 71, 75–79, 83–84, 209–211
Mullen, Greg, 9–10, 215, 218–219, 223, 229–231
Munir, Kamal, 154–155

National Center for Faculty Development and Diversity (NCFDD), 181–183, 255
negotiations
emotional ambivalence and, 168–169
win/win, 208
nested paradoxes, 37–38
Netflix, 247–248, 249, 255
Net Positive (Polman and Winston), 235, 237, 244–245, 246–247, 252
neuroscience, 157–158
Newton, Isaac, 28
Nietzsche, Fredrick, 96
Nike, 132
Nisbett, Richard, 28
“no, but,” 104–105
nonprofit or for-profit dilemma, 90–91
Northcraft, Gregory, 168–169
No Rules Rules (Hastings), 255

Obama, Barack, 11–12
open-mindedness, 156
The Opposable Mind (Martin), 77–78
opposition, uniting with purpose, 134–135
O’Reilly, Charles, 34, 130–131, 139, 140, 142
organizations. See also leaders and leadership
ambidexterity in, 130–131
autonomy vs. centralized control in, 6, 36–37, 176
belonging paradoxes in, 35–36
boards of directors and, 61–63
continuous learning in, 30
engaging paradoxes in, 30
exploration and exploitation in, 34
global vs. local and, 40–42
historical development of, 36
identities and strategies in, 35–36
learning and teaming in, x
shareholders focus vs. corporate social responsibility in, 32–33
structure and organizing paradoxes in, 36–37
structure of, 173–176
success as trigger for failure in, 49–50
tensions in, 30
organization theory, xi–xii
organizing paradoxes, 31, 36–37
coordination challenges and, 239
at Gore, 173–176
Osono, Emi, 177–178
overcorrections, 8, 51, 57–61, 227–228

parables
of the elephant and blind people, 99–100
of the three bricklayers, 132–133
of yogi Milarepa, 162–163
paradoxes
apparent absurdity of, 22
belonging, 31, 34–36
in business research, xi–xii
categorizing, 31–32
challenge of, 1–14
core features of, 23
definition of, x, 4, 5
engaging vs. ignoring, 14
history of thought about, 10–11, 23, 24–25, 28–29
knotted and nested, 37–38, 237–240
learning, 31, 33–34
leveraging, 9–10
living in, 50
mindset inventory for, 259–264
navigating, 6–10
organizing, 31, 36–37
performing, 31, 32–33, 90–91
persistence of, 5–6, 26–27
personalizing for employees, 256–257
pervasiveness of, 21–22
Polarity Partnerships’ model for analyzing, 217–229
salience of, 11
social construction and inherent nature of, 96–98
surfacing underlying, 201–203, 250–252
tensions and, 5–6
types of, 27–37
understanding, 17, 21–27
yin-yang image of, 23
zones of navigating, 92–95, 261–264
Paradoxes of Group Life (Smith and Berg), 30
The Paradoxical Self (Schneider), 27, 82
paradox mindset, 92–95, 120, 261
in Digital Divide Data, 119–123
paradox mindset inventory, 93–95, 257, 259–264
anticipating zone, and, 94, 263
avoiding zone, and, 92–93, 262–264
engaging zone, and, 94, 262
resolving zone, and, 94, 263
paradox system, 14, 38–40, 71, 84–86
boundaries in, 125–152
definition of, 38
developing organizations into, 240–241
enabling dynamics that unleash tensions, 173–194
enabling virtuous cycles with, 73–87
finding comfort in the discomfort in, 153–171
purpose and, 222
parasympathetic nervous system, 160–162
parenting
Covid-19 pandemic and, 1, 2, 5
leaving the nest and, 183–184
organizing paradoxes in, 37
screen time and, 101–103
tightrope walking and, 79–80
Parmar, Bidhan, 33
Parmenides, 28
Pascale, Richard, 189–190
Pasteur, Louis, 186
pauses, building in, 157–162
pendulum swings, 8, 57–61, 227–228
Peng, Kaiping, 28
performance
gender equity in leadership and, 246
learning vs. performing paradox and, 150–151
zones of navigating paradoxes and, 94–95
performing paradoxes, 31, 32–33, 90–91, 238
Perna, Janet, 125–129, 135, 137, 242. See also IBM
guardrails built by, 146–147
in separating and connecting competing demands, 140–141
Perrow, Charles, xi
persistence, 23, 132–134
personality tests, 35
personal life
boundaries for, 148–152
decision making in, 199–211
guardrails for, 148
learning paradoxes in, 34, 129
organizing paradoxes in, 37
performing paradoxes in, 33
relationships and, 213–231
separating and connecting competing demands in, 138
statements of purpose and values in, 132
perspectives. See also framing/reframing
broadening, 117, 165–169
emotional ambivalence and, 167–169
hanging out on the balcony with, 117–119
innovation and, 34
Peters, Tom, 173
Petit, Philippe, 80–81
Petriglieri, Jennifer, 148
philosophy, 10–11, 23–25, 28–29, 96, 99
Picasso, Pablo, 75, 76
Pina e Cunha, Miguel, 186, 190
Pinckney, Clementa, 215–216
Pinske, Jonatan, 32–33
plurality, 11, 92
polarities and polarization, 61–65
assessing, 217–218, 224–225
in Charleston, South Carolina, 215–229
confirmation bias and, 101
learning from, 217–218, 225–228
leveraging, 217–218, 228–229
mapping, 217–218, 221–224
political, 12, 64–65, 214
seeing, 217–218, 219–221
SMALL model for analyzing, 217–229
vicious cycle of, 51
polarity maps, 58–60, 221–224, 226–227
Polarity Partnerships, 214, 217–229
police, racial justice, public safety, and, 9–10, 215–229
politics
confirmation bias and, 101
paradoxes and, 11–12
polarization in, 12, 64–65, 214
Polman, Paul, x, 234–239, 242–243, 244–245
on conflict, 255
honoring discomfort by, 253–254
personalizing paradoxes for employees and, 256–257
shifting mindsets and, 251–252
stakeholder diversification and, 245–246
Poole, Marshall Scott, xi–xii, 97–98
Porras, Jerry, 233
positive psychology, 165–166, 167
Post-It notes, 184
The Power of And (Freeman, Martin, and Parmar), 33
PricewaterhouseCoopers, 234
problems
dilemmas and, 4
navigating and, 71
tensions and, 4
understanding and responding to, 3
why some are so challenging, 1–14
problem solving, 95, 113–119
product design, 107
product development, 30
projection, 156
prototyping, rapid, 179–180
Pruess, Lutz, 32–33
psyche, paradoxes in, 27, 96
psychoanalysis, 28–29
psychological safety, x–xi
purpose
both/and language for, 12–13
boundaries and, 131–137
corporate social responsibility vs. shareholder profits, 32–33
false dichotomies and synergies and, 142–143
as focus for decision making, 135–137
guardrails and, 144–146
linking to, 131–137, 242–243
market tensions and, 90–91
persistence and, 132–134
personal statements of, 132
at Unilever, 237–240
uniting opposition and, 134–135, 222
zooming out to explore, 166–167
Pygmalion Effect, 54

quantum theory, 97
Quinn, Bob, xi–xii, 30

rabbit holes, 51–57
behavioral traps, 56–57
cognitive traps, 51–54
dynamism and, 176–178
emotional traps, 54–56
racial justice, 9–10
radical acceptance, 162–163, 164
Radical Acceptance (Brach), 162–163
rapid prototyping, 179–180
rationalization, 53, 62–63
reality, assessing current, 224–225
rebound effect, 162–163
Rego, Arménio, 190
relationships. See interpersonal relationships
Remen, Rachel Naomi, 125
repression, 55–56, 156
resources, 95
framing as abundant, 106–113
reaching inaccessible, 111–112
recognizing multiple dimensions of, 107, 108–110
treasure from trash and, 110–111
virtuous cycles of give-and-take in, 112–113
work-life dilemmas and, 202
Rifkin, Adam, 113
risk management, 146–147
“The Road Not Taken” (Frost), 45–46
Robbers Cave Camp experiment, 134–135, 137
Robertson, David, 58
Rockquemore, Kerry Ann, 181–183, 255
Roethlisberger, Fritz, 36
Rogers, Fred, 138
Roof, Dylann, 215–216, 230
Rosenthal, Robert, 54
Rothenberg, Albert, 75–76, 85
Rothman, Naomi, 168–169
ruts, getting stuck in, 8, 46–51
boundaries and, 85–86
emotional traps and, 54–56
enabling dynamics that unleash tensions and, 173–194

Saint-Exupéry, Antoine de, 133
salience, 11, 77, 97
Saxe, John Godfrey, 99
scarcity, 92
paradox salience and, 11
reframing resources as abundant and, 95, 106–113
Schneider, Kirk, 27, 82
scientific management, 36
Scott, Walter, 215–216
S (sigmoid) curve, 46–51, 200–201
behavioral traps and, 56–57
double, 48–49
at LEGO, 58
Seabright, Jeff, 244
Seeds of Peace, 134
Seidler, Margaret, 218–219, 223, 225, 231
selective-attention tests, 100–101
self-actualization, 174
self-fulfilling prophecies, 52–53, 54
self vs. others paradox, 6, 28–29
Seligman, Martin, 167
serendipity, 184–190
Serendipity (Cosgrove), 186–187
Serendipity Press, 187–188
Seuss, Dr. (Theodor Geisel), 147
Sherif, Muzafer, 134–135, 137
Shimizu, Norihiko, 177–178
Shorefast, 40–42, 250–251. See also Fogo Island, Newfoundland
Simon, Herbert, 53
Simons, Dan, 100–101
Sinek, Simon, 133
Skilling, Jeffrey, 134
Slager, Michael, 215–216
Slawinski, Natalie, 135–136
SMALL model, 217–229
Smets, Michael, 138–139, 233–234
Smith, Kenwyn, 30, 55
social constructivism, 96
“The Social Responsibility of Business Is to Increase Its Profits” (Friedman), 32
societal challenges, 11
Sonenshein, Scott, 110, 147
“Song of Myself” (Whitman), 35
Soul of a New Machine (Kidder), 140
Spee, Paul, 138–139
splitting, 55
stability
boundaries in creating, 125–152
vs. change paradox, 6
the paradox system and, 14
preference for, 8
stakeholders, 222–223, 238, 245–246
Starbuck, William, 22
Starbucks, 13
Staw, Barry, 57
Steinberg, Amanda, 132
Stretch (Sonenshein), 147
structural ambidexterity, 142
success
complacency after, 43–44
S curve of, 46–51
Sundaramurthy, Chamu, 61–63
sustainability, xii–xiv
developing organizations into paradox systems and, 240–241
leadership and, 233–258
at Unilever, 234–239
synergies, 5, 24, 26
among identities, 35
avoiding false, 142–143
finding mules and, 75–76
learning paradoxes and, 34
leveraging polarities and, 228–229, 241
linking to purpose and, 242
mapping between polarities, 221–224
separating and connecting competing demands and, 137–140
uncovering, 180–183

Takeuchi, Hirotaka, 177–178
The Tao of Physics (Capra), 28
Tao Te Ching, 11, 24
Taylor, Frederick, 36
Teaming (Edmondson), 30
teams, x–xi, 30
paradoxes in, 27, 30
technical problems, 116
tensions, x–xi, 19–42
boundaries to contain, 125–152
definition of, 4
different experiences of, 92, 95, 259–261
discomfort and anxiety from, 5–6
as double-edged swords, 7
embracing, 17
enabling dynamics that unleash, 173–194
learning to unlearn and, 191–194
linking to purpose, 131–137, 242–243
in organizations, 30
from paradoxes, 5–6
in the paradox system, 39–40
rabbit holes and, 51–57
takeaways on, 42
Texas Instruments, 49–50
Think Again (Grant), 193
thinking, modes of, 77–78
Thomas, Edward, 45–46
3Com, 191
3M, 184
tightrope walkers, 71, 79–84, 209–211
time, resource allocation of, 109–110
tools, 71, 84–86, 95. See also paradox system
Toward a Psychology of Being (Maslow), 174
Toyota, 177–178, 180
Toyota Production System, 178
Tracey, Paul, 154–155
tradition vs. modernization, 21
transparency, 194
trench warfare, 51, 61–65
truth, knowledge as multiple, 95, 98–106
Tushman, Michael, 34, 130–131, 139, 140, 142

uncertainty, 7, 235–237
anxiety from, 91
emotional traps and, 55–56
hanging out on the balcony and, 116–119
pros and cons of, 156
threat levels and, 156
Unilever, x, 234–239, 242–243
encouraging experimentation at, 246–247
guardrails at, 244–245
honoring discomfort at, 253–254
personalizing paradoxes for employees and, 256–257
quick wins at, 253–254
shifting mindsets at, 251–252
stakeholder diversification at, 245–246
underlying paradoxes at, 250
Unilever Sustainable Living Plan (USLP), 236, 240, 244–245
Ury, William, 208

values, 132. See also purpose
Van de Ven, Andy, xi–xii, 97–98
Velcro, 184
vicious cycles, 43–67
a better way to avoid, 65–66
chapter takeaways on, 67
guardrails for avoiding, 144–148
polarity maps of, 58–60
rabbit holes, 51–57
ruts and, 46–51
trench warfare, 51, 61–65
wrecking balls, 51, 57–61
Vince, Russ, 156
virtuous cycles
enabling with the paradox system, 73–87
of give-and-take, 112–113
mules and, 71, 75–79, 83–84
polarity maps of, 58–60
takeaways on, 87
tightrope walkers, 71, 79–84
volatility, 235–237
vulnerability, xi, 151
strength and, 27

Watzlawick, Paul, 54
Weber, Max, 36
Wegner, Daniel, 162–163
West, Tom, 140
Western philosophy, 11, 28, 96
Whitman, Walt, 35
Wilde, Oscar, 73
Winfrey, Oprah, 132, 153
Winston, Andrew, 235, 237, 244–245, 246–247, 252
Winter Notes on Summer Impressions (Dostoevsky), 162–163
Wisdom of the Sands (Citadelle) (Saint-Exupéry), 133
W. L. Gore & Associates, 9, 173–176, 193–194, 252
Woolf, Virginia, 75, 76
workable certainties, 114
work-life balance, 73–75
belonging paradoxes and, 35
creative integration for, 78–79
the great resignation and, ix–x
mules, tightropes, and, 83–84
separating and connecting competing demands in, 138
tightrope walking for, 81–82
The World Is Flat (Friedman), 122
wrecking balls, 51, 57–61

Yale University, 13
“yes, and,” 103–106

Zalesnik, Abraham, 116
zones of navigating paradoxes, 92–95, 261–264
zooming in and zooming out, 162, 166–167

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