Should your company pursue global expansion or mine local opportunities? Take risks to grow dramatically or protect your current stability? Seek to maximise sales or the bottom line? We're so often faced with apparent paradoxes: continuity and change, conservatism and progressiveness, predictability and chaos. In business, inherent tensions are mistakenly viewed as problems to be resolved once the 'correct' answer is found. But when we consider only one direction - either A or B - we only see part of the picture. Taking readers through the same steps she's used to help companies such as Wells Fargo, Dunkin Donuts and Boeing, Deborah Schroeder-Saulnier reveals a dynamic critical-thinking process anyone can use to define the strategic tensions within their organization, identify the potential of seemingly conflicting options and develop action steps to maximise the benefits of each.