How often have you been in organizations that placed high value on conceptions of unity? That everyone needed to 'row together' like a crew team or exercise 'unity of effort' like a military organization? And then, how often does it seem like the organization is utterly incapable of putting unity into action -- that there are persistent or recurring problems that appear causing the organization to fracture and remain fractured in some way? In this episode, I use theoretical works on paradox and dialectic change to provide suggestions for leaders.