The Paradox of Business: How All Forms Can Be True and Untrue

Our minds are wired to seek clear, definitive answers. We want to know which option is the "right" one, and we tend to favor certainty. But in the complex, ever-changing landscape of business, uncertainty is the norm.

Life, reality, and even our decisions seem to have a tendency to defy simple definitions. The more we explore existence, the more we come to realize that our understanding of truth is rarely fixed or absolute. In fact, there exists a fascinating and somewhat unsettling paradox that challenges the way we perceive truth in business: All forms can be true and untrue at the same time.

But what does this mean, particularly in the context of decision-making in business? How can a business decision be both true and false at the same time? This paradox becomes especially relevant when navigating the complexities of running a company. It’s one of the hardest concepts to grasp when making decisions, yet understanding and embracing this paradox can transform the way businesses operate, innovate, and adapt.

1. The Concept of Truth: A Relative Reality in Business

At first glance, business decisions might seem like a matter of straightforward facts and figures—either a decision is right or it’s wrong. However, this binary perspective often fails to capture the nuances of the complex and fast-paced world of business. The idea of “relative truth” suggests that what is true in one context may not be true in another.

For instance, a product might be a huge success in one market but fail in another. A particular business strategy might work for one company but not for another, even if the companies operate in the same industry. In this sense, the truth about a decision is relative to the environment, the people involved, and the context in which the decision is made.

This relative nature of truth is what makes business decisions so challenging. What works in one scenario may not work in another, even when all the external factors appear the same. This paradox challenges us to consider multiple perspectives and accept that what we perceive as “true” is not always universally applicable.

2. Embracing Multiple Realities - Schrödinger’s Cat

In the world of quantum physics, particles exist in multiple states at once—this is known as quantum superposition. A key thought experiment in quantum mechanics, Schrödinger’s Cat, helps us visualize uncertainty. In the experiment, a cat is placed inside a sealed box with a vial of poison that may or may not be released depending on the random decay of a radioactive atom. The experiment posits that until observed, the cat is both alive and dead at the same time. Only when someone opens the box and observes the cat does reality “collapse” into one outcome. The application of this idea to business may seem strange, but it provides an interesting analogy: in many business situations, decisions can be both right and wrong until they are tested in the real world.

Consider the launch of a new product or entering a new market. On paper, the decision to invest in a new venture might seem like the right choice, supported by research and analysis. However, it can also turn out to be wrong once the market responds. The paradox here is that until the product is launched or the market strategy is executed, it is both a good and bad decision—both true and untrue—depending on the outcome.

This uncertainty is why business decisions are often so difficult to make. There’s a constant balancing act between risk, reward, data, intuition, and timing. The outcome can validate the decision or prove it wrong, but until that happens, we must live with the paradox of both possibilities coexisting.

3. Cognitive Dissonance: Holding Contradictory Beliefs in Business

When it comes to decision-making in business, cognitive dissonance can create a paradox that makes it hard to move forward. Cognitive dissonance occurs when a person holds two contradictory beliefs or makes decisions that conflict with their values or goals. For example, a company might prioritize sustainability but choose to work with a supplier that has questionable environmental practices because of lower costs. In this case, both beliefs—being environmentally responsible and focusing on cost efficiency—can coexist, even though they are in direct conflict.

For business leaders, cognitive dissonance often arises when making hard decisions that don't align perfectly with the company’s values or long-term goals. Leaders may struggle to make a choice between two valid options, each with its own set of pros and cons. The paradox is that both choices can be true (i.e., they both have merit) and untrue (i.e., they contradict each other in some way). This internal conflict makes decision-making incredibly difficult.

4. The Paradox of Short-Term vs. Long-Term Success

One of the most challenging paradoxes in business is the tension between short-term gains and long-term sustainability. Business leaders often find themselves torn between pursuing quick profits today and investing in strategies that may take years to pay off. For example, cutting costs by reducing the workforce may improve the company's bottom line in the short term but harm its long-term growth and employee morale. On the other hand, investing in research and development could yield great rewards down the road, but it may hurt profits in the near term.

Both approaches can be true and untrue at the same time. Short-term gains might be necessary to keep the company afloat, but ignoring long-term strategy could spell disaster. The difficulty lies in balancing these two truths, each of which can be valid depending on the circumstances. This paradox is at the heart of strategic decision-making, and it often requires navigating through a fog of uncertainty and competing priorities.

5. The Philosophical Paradox of Being and Non-Being in Business Decisions

Much like the ancient Greek concept of being and non-being, business decisions often involve a paradox of existence. For instance, a company might decide to enter a new market, bringing with it the promise of growth (being). But at the same time, the decision involves risks—failure, loss of resources, and missed opportunities in other areas (non-being). This paradox of being and non-being highlights that in any decision, there’s always an element of uncertainty and risk.

A company cannot know for sure whether its decision to expand into a new market will succeed, and yet, by not taking action, it risks stagnation. The paradox is that both the existence of opportunity (being) and the absence of success (non-being) coexist. This creates a constant tension that can make decision-making feel like walking a tightrope between potential success and failure.

6. Why This Paradox Is So Hard to Grasp in Decision-Making

In business, where decisions often come with real-world consequences, the idea that a decision can be both true and untrue at the same time is particularly difficult to grasp. Our minds are wired to seek clear, definitive answers. We want to know which option is the "right" one, and we tend to favor certainty. But in the complex, ever-changing landscape of business, uncertainty is the norm.

This paradox challenges us to embrace ambiguity. It forces business leaders to accept that no decision is ever fully right or wrong, and every option carries a combination of both truth and falsehood. The difficulty in grasping this paradox is the discomfort it brings—knowing that you can make the best decision based on the information at hand, yet still face unexpected outcomes that challenge that decision.

7. Practical Implications: Navigating Paradoxes in Business

Understanding that all forms can be both true and untrue at the same time allows business leaders to approach decision-making with a more open and flexible mindset. Instead of seeking certainty or trying to resolve every paradox, embracing ambiguity can lead to more adaptive, innovative strategies.

It’s crucial for businesses to foster a culture where uncertainty is not feared but acknowledged as a natural part of growth. Leaders must be comfortable with the idea that their decisions can carry both positive and negative outcomes, and that these outcomes may not become clear until later. This acceptance can help mitigate stress, allow for more calculated risks, and encourage a willingness to pivot when necessary.

Conclusion: Living with the Paradox of Business

The universal paradox—that all forms can be both true and untrue at the same time—challenges business leaders to rethink how they approach decision-making. It reminds us that business decisions are rarely black and white and that the complexity of modern business environments means that every decision carries both risk and reward.

By embracing this paradox, businesses can navigate the uncertainties of the market with more resilience, empathy, and creativity. The key is not to seek absolute truth, but to understand that truth itself is fluid and can shift depending on perspective and context. In doing so, we allow for a more nuanced, adaptable approach to business—one that can thrive in the face of complexity and ambiguity.

*Results vary. Success depends on factors like your business, offer, execution, experience, and market demand. This is not a guarantee of income or specific outcomes.