Organizational Leaders Tackle Complex Problems with Paradox Thinking

Leaders confronting “wicked problems” are urged to resist premature consensus and hold uncomfortable realities, as illustrated in a CEOWORLD magazine piece describing a company needing to find $100 million in a week. The article stresses that early consensus can become a refuge from responsibility, forcing leaders to make hard‑headed decisions.

Dr. Wendy K. Smith expands on this theme, arguing that leaders should embrace “both/and” paradox thinking rather than forced either/or choices. By viewing opposing forces as interdependent, leaders can uncover creative solutions, as shown by the revitalization of Fogo Island, Newfoundland. Smith calls for building collective courage to sit with ambiguity, rejecting rapid, simplistic decisions that undermine quality and dignity.