This is the second article in my Adaptive Paradox Leadership™ Series. In the first post, we explored why either/or thinking fails. Now we turn to what leaders can do instead. 

When I was leading program redevelopment in the fisheries sector, I constantly felt the pull between honoring traditional knowledge and advancing new environmental programs. At first, I leaned heavily into tradition. That provided stability, but students were not prepared for emerging opportunities. Later, I swung the other way, focusing almost entirely on the latest developments. That alienated industry partners who still depended on long-standing practices. The turning point came when we reframed the tension: How could tradition and innovation work in tandem? That mindset shift opened a space for collaboration, where both legacy and new practice had a role to play. 

This shift reflects Smith and Lewis’s (2011, 2022) paradox mindset of embracing contradictions instead of suppressing them.  

The leader’s role is not to “solve” or “balance” but to stay present to the push and pull, using tension as a generative force. This requires curiosity, patience, and the courage to stand in the stretch between poles without retreating into certainty. 

Reflection Prompt 
Take a moment to pause and reflect: 

1. What is the value in each side of a challenge you’re currently facing? 
2. What risks appear if one side is allowed to dominate? 
3. How could the tension itself become a source of creativity? 

Example: Tradition builds trust and credibility. Innovation creates relevance and opportunity. If both are held together, you may see ways to innovate without losing your foundations. 

Next in the series: A paradox mindset helps leaders see differently, but mindset alone is not enough. In the next post, I will introduce Tensional Leadership practices, tools for noticing, mapping, and working with tensions over time. 

By Kevin Henderson, Chief Learning Officer at Velsoft
Part 2 of the Adaptive Paradox Leadership™ Series