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