ABSTRACT
The authors reflect on how current conditions in organizations have shifted toward even greater forms of resistance becoming more commonplace since their original chapter ten years ago, which focused on inclusive leadership and effective ways to address diversity resistance. Based on their research and practice, they offer updates about and examples of how the field of organization development now gives greater attention to issues of social inequity and unequal power relations. These shifting foci have made it even more difficult to maintain equilibrium as individual leaders and as robust organizational systems. Unique skillsets are required, including capacities to balance competing commitments and strong forces for maintaining current states. These points of tension have become even more compelling and demand leaders and practitioners to acquire capacities to engage a wider range of differences with communication practices that include complexity, conflict and paradox. The metaphor of dance provides a useful heuristic for considering the dynamism that has become the norm in organizations and how leadership is manifesting in innovative ways.
