ABSTRACT
In Part II of the book you can see how you can work with paradox as a tool in different situations. These situations include when you and your management group must analyze organizational status (Chapters 4 and 5), determine concrete leadership behavior that matches leadership needs, be sure that communication is clear, and work as simply as possible with paradox as an element of team-work. This chapter presents a model for the understanding of some of the issues that companies must balance. We explore and explain organizational paradoxes between stability and change, and between results and relations. In this section I was especially inspired by Quinn and Cameron’s concept of competitive values, the Competing Values Framework Model.
