Contradictions permeate and propel organisational life - including tensions between reaching globally while focusing locally; competing while also cooperating; performing reliably while experimenting, taking risks, and learning; or granting autonomy while constraining freedom. These tensions give organisational members pause, but also spur them to take action; they may be necessary for preserving the social order, but are also required to transform it. Drawing on the Eighth International Symposium on Process Organisation Studies, this text examines how contradictions fuel emergent, dynamic systems and stimulate novelty, adaption, and transformations.