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The Unfinished Leader: Balancing Contradictory Answers to Unsolvable Problems by Cade Cowan, Peter C. Cairo, David L. Dotlich

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CONCLUSION

Managing Personal and Public Paradoxes

I would rather be a man of paradoxes than a man of prejudices.

—Jean-Jacques Rousseau1

By now you might be thinking we have left a burning question unanswered: What makes someone a natural at managing paradox? Early in the book, we mentioned that one-third of leaders have no ability to see or manage paradoxes. Another third try to manage them but in a muddled way. And a final third are naturals. So where do you place yourself? And could you be a natural?

We must confess, we haven't done a study to establish what makes a natural. But we are certain a study would show that naturals come to grips with paradoxes in all parts of their lives. In the home. In the community. Within themselves. They don't ...

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