From Geoff Fitch at Pacific Integral: As leaders we often see conflict on the horizon. In fact, leadership is invariably defined in terms of conflict: the tension that arises between present reality — things as they are — and a desired future — things as they might be. It doesn’t stop there. Leadership encounters many other forms of conflict — between the individual and the organization, participation and direction, innovation and continuity, and so on. While on the surface it might seem that the leader’s job is to resolve these seeming contradictions, most conflicts leaders face are surprisingly irresolvable when addressed merely through action to get from point A to point B. While we may seek to bring about a certain change — for example, developing greater collective intelligence — these changes often represent an underlying polarity that will persist over time, and which is simply being rebalanced or integrated through the present action.