Leaders of health care organizations must constantly deal with paradox in a
nd around their organizations. The paradox profile is a modeling technique
for examining how organizations prioritize their dealings with the eight co
mpeting issues from which the four paradoxes are derived. This article demo
nstrates the leadership challenges that exist when a paradox is present and
how these tensions differ when the integrative status of the medical group
-as either part of an integrated system or not-is considered.