Nonprofit organizations experience a tension between pursuing their social missions and meeting the demands of a market economy. This mission-market tension is an everyday, practical concern for nonprofit practitioners. Yet, scholars know very little about how nonprofit practitioners define and manage this tension. Drawing on contradiction-centered perspectives of organizing, data from an ethnographic study of a single U.S. nonprofit organization demonstrate that the mission-market tension was defined and managed by organizational members as both a contradictory and interconnected phenomenon. This framing was enabled by specific communication practices that supported a productive and generative relationship between these seemingly incompatible goals. Findings suggest that the mission-market tension is an inherent condition of nonprofit organizing and highlight the central role of communication in successfully managing mission and market concerns.