Change and stability can work together. As a leader, it is your job to make it work.

‘First learn to play around with and balance your own personal polarities before focusing on the polarities around you and in your organization.’

‘Whatever choice you make when coping with a polarity, remember to be observant, choose consciously, and be aware of what effects may be.’

‘Don’t be tempted to go directly for a compromise or synthesis. Have the courage to explore both poles in their extreme and purest forms.’

‘We are not capable of managing and balancing at will all polarities within ourselves, but what we can do is consciously observe and understand what is happening inside of us from the position of a neutral observer.’

‘Make explicit both your personal polarities and those of your organization and open up dialogue.’

‘People best learn to effectively work with polarities in their daily work practice, stimulated by examples, dialogue, and dedicated space and time.’

‘Make sure that all structures remain flexible and do not become rigid. Make silo formation a standard agenda item.’

‘Always link the individual parts of the organization to the organization as a whole. Ensure that there is a good balance between departmental goals and organizational goals.’

‘Establish and maintain an ongoing qualitative exchange and dialogue process about nonmeasurable goals.’

‘Don’t throw away everything old to replace it with something new but enrich the old with the new.’

‘Every movement evokes its countermovement.’

Source:

Ivo Brughmans (2023). Paradoxical Leadership: How to Make Complexity an Advantage