Most work these days is teamwork because of the complexity of the tasks at hand. How do we help teams interface well with each other? We can opt toward a matrix organization or take something like holacracy, which gets rid of that structure and assumes we can find other ways to govern our circles and link to other teams. People don’t have a title of manager, but they do have roles that shift over time. The aim is to sense tensions, get those tensions out, and adapt. Currently the two options of matrix and holacracy are in a bit of a boxing match, and this boxing match is the basis of our paradox conversation.