{"id":3767,"date":"2025-03-07T04:42:24","date_gmt":"2025-03-07T04:42:24","guid":{"rendered":"https:\/\/aomtodayprod.wpenginepowered.com\/?p=3767"},"modified":"2025-07-09T15:11:05","modified_gmt":"2025-07-09T15:11:05","slug":"leaders-need-both-and-thinking-to-navigate-paradoxical-challenges","status":"publish","type":"post","link":"https:\/\/www.aom.org\/today\/leaders-need-both-and-thinking-to-navigate-paradoxical-challenges\/","title":{"rendered":"Leaders Need Both\/And Thinking to Navigate Paradoxical Challenges"},"content":{"rendered":"

By Daniel Butcher<\/a><\/p>\n

Workers and business leaders alike increasingly confront challenging tensions: How to achieve or produce both quality and quantity? How to balance professional and personal lives? How to get stuff done in a timely fashion and be more spontaneous and experimental?<\/p>\n

Academy of Management Scholar Wendy Smith<\/a> of the University of Delaware notes that it\u2019s challenging to come up with a gameplan for how to face such paradoxical tensions. Her research has found that most people, including leaders, typically want to frame these issues as either\/or dilemmas that can be solved by choosing one side or the other. Yet she argues that kind of thinking is limited at best and detrimental at worst. Instead, her research findings indicate that adopting a paradox mindset enables more creative and sustainable solutions to complex business and management problems.<\/p>\n

\u201cIn my research studying innovation, I found that leaders struggled with the tensions between ensuring effective short-term results and enabling long-term innovation,\u201d Smith said.<\/p>\n

Many leaders framed the pressure between today and tomorrow as an either\/or choice. Some leaders only focused on innovating for the future, while others felt stuck in the present. The most effective leaders were able to do both.<\/p>\n

\u201cThese leaders understand that long-term organizational success depended on both sustaining success today while also disrupting that success to innovate for tomorrow,\u201d Smith said. \u201cThey understood these tensions as paradoxical and thus could find more creative responses to them.\u201d<\/p>\n

Innovations offer one type of paradox. In her research, Smith identified four categories of paradoxes confronting leaders, including:<\/p>\n

1) innovation paradoxes (today and tomorrow);
\n2) obligation paradoxes (mission and markets);
\n3) globalization paradoxes (global and local); and
\n4) coordination paradoxes (cooperation and competition).<\/p>\n

\u201cOur point was not that people have to be really specific about what they named the paradox or how they classify it, but just how pervasive paradox is in our lives,\u201d Smith said.<\/p>\n

\u201cWhat\u2019s fascinating about this research is that, pragmatically, we tend to study it in the context of business leaders and how they manage tensions, and we\u2019re increasingly being called to talk to leaders because they feel that these paradoxes are all over the place,\u201d she said.<\/p>\n

\u201cLeaders of the future will need to get comfortable with paradoxes and build competencies to effectively manage them through both\/and thinking.\u201d<\/p>\n","protected":false},"excerpt":{"rendered":"

By Daniel Butcher Workers and business leaders alike increasingly confront challenging tensions: How to achieve or produce both quality and quantity? How to balance professional and personal lives? How to get stuff done in a timely fashion and be more spontaneous and experimental? 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You can reach him at dbutcher@aom.org or via LinkedIn.","sameAs":["https:\/\/aomtodayprod.wpenginepowered.com","https:\/\/www.linkedin.com\/in\/danielbutcher\/"],"url":"https:\/\/www.aom.org\/today\/author\/daniel-butcher\/"}]}},"authors":[{"term_id":70,"user_id":4,"is_guest":0,"slug":"daniel-butcher","display_name":"Daniel Butcher","avatar_url":{"url":"https:\/\/www.aom.org\/today\/wp-content\/uploads\/2025\/01\/DanButcher_Academy-of-Management.webp","url2x":"https:\/\/www.aom.org\/today\/wp-content\/uploads\/2025\/01\/DanButcher_Academy-of-Management.webp"},"0":null,"1":"","2":"","3":"","4":"","5":"","6":"","7":"","8":""}],"rttpg_featured_image_url":{"full":["https:\/\/www.aom.org\/today\/wp-content\/uploads\/2025\/04\/woman-ying-yang-both-and-paradox_shutterstock_259668080-scaled.jpg",2560,1700,false],"landscape":["https:\/\/www.aom.org\/today\/wp-content\/uploads\/2025\/04\/woman-ying-yang-both-and-paradox_shutterstock_259668080-scaled.jpg",2560,1700,false],"portraits":["https:\/\/www.aom.org\/today\/wp-content\/uploads\/2025\/04\/woman-ying-yang-both-and-paradox_shutterstock_259668080-scaled.jpg",2560,1700,false],"thumbnail":["https:\/\/www.aom.org\/today\/wp-content\/uploads\/2025\/04\/woman-ying-yang-both-and-paradox_shutterstock_259668080-150x150.jpg",150,150,true],"medium":["https:\/\/www.aom.org\/today\/wp-content\/uploads\/2025\/04\/woman-ying-yang-both-and-paradox_shutterstock_259668080-300x199.jpg",300,199,true],"large":["https:\/\/www.aom.org\/today\/wp-content\/uploads\/2025\/04\/woman-ying-yang-both-and-paradox_shutterstock_259668080-1024x680.jpg",800,531,true],"1536x1536":["https:\/\/www.aom.org\/today\/wp-content\/uploads\/2025\/04\/woman-ying-yang-both-and-paradox_shutterstock_259668080-1536x1020.jpg",1536,1020,true],"2048x2048":["https:\/\/www.aom.org\/today\/wp-content\/uploads\/2025\/04\/woman-ying-yang-both-and-paradox_shutterstock_259668080-2048x1360.jpg",2048,1360,true],"owl_elementor_thumbnail":["https:\/\/www.aom.org\/today\/wp-content\/uploads\/2025\/04\/woman-ying-yang-both-and-paradox_shutterstock_259668080-600x398.jpg",600,398,true],"owl_elementor_team":["https:\/\/www.aom.org\/today\/wp-content\/uploads\/2025\/04\/woman-ying-yang-both-and-paradox_shutterstock_259668080-350x450.jpg",350,450,true],"owl_elementor_testimonial":["https:\/\/www.aom.org\/today\/wp-content\/uploads\/2025\/04\/woman-ying-yang-both-and-paradox_shutterstock_259668080-100x100.jpg",100,100,true]},"rttpg_author":{"display_name":"Daniel Butcher","author_link":"https:\/\/www.aom.org\/today\/author\/daniel-butcher\/"},"rttpg_comment":1,"rttpg_category":"<a href=\"https:\/\/www.aom.org\/today\/category\/entrepreneurship\/\" rel=\"category tag\">ENTREPRENEURSHIP<\/a> <a href=\"https:\/\/www.aom.org\/today\/category\/innovation\/\" rel=\"category tag\">INNOVATION<\/a> <a href=\"https:\/\/www.aom.org\/today\/category\/leadership\/\" rel=\"category tag\">LEADERSHIP<\/a>","rttpg_excerpt":"By Daniel Butcher Workers and business leaders alike increasingly confront challenging tensions: How to achieve or produce both quality and quantity? How to balance professional and personal lives? How to get stuff done in a timely fashion and be more spontaneous and experimental? 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