LAUSR

In this issue, Cleland et al. use paradox theory to examine a surgical department’s responses to the ever-present tensions between service delivery and training. Here an interesting aspect of the debate is illuminated: the fact that such tensions exist is not in question; rather, the important thing is how we react to them at the individual and the organisational level. The divergent perspectives of the different stakeholders can make this a complex area to navigate. Using a quadrifocal paradox lens (performing, organising, belonging and learning) has allowed the authors to explore these relationships in more detail and to consider potential solutions.