If you are forced to deal with contradictions as though they were paradoxes, i.e. as if both sides of the contradiction are true at the same time, it would lead to confusion and ultimately demoralisation [or dejection] — where we use most or all available psychological energy in the struggle to reconcile the irreconcilable.In developing sustainable strategies, we should exploit the power of paradox and avoid contradictions. Source: Ungerer, M., Pretorius, M. & Herholdt, J. 2011. Viable Business Strategies: A Fieldbook for Leaders. Randburg: Knowres Publishing. This is an edited version of an article which appeared in FinWeek, 13 September 2012.