Senior leaders increasingly embed paradoxes in their organization's strategy, but struggle to effectively manage them. To better understand how they do so, I compared in-depth qualitative data from six top management teams exploring and exploiting simultaneously. Results informed a model of dynamic decision making to effectively engage strategic paradoxes. The details of a dynamic decision making model extend and complicate our understanding of managing paradoxes by depicting dilemmas and paradoxes as interwoven, explicating a consistently inconsistent pattern of addressing tensions, and framing differentiating and integrating practices as both necessary for engaging paradox.