Rather than having to choose between the family and the business, the authors argue that if family-owned businesses can consciously manage and over time, perhaps, synthesize these contradictions, the Family Enterprise will have a long-term strategic and competitive advantage and the family will remain committed to continuity.

Autorentext
JOHN L. WARD is Co-Founder and Principal of The Family Business Consulting Group, and Clinical Professor of Family Enterprises and
Co-Director of the Center for Family Enterprises at Kellogg School of Management (USA). He is an active researcher, speaker and consultant on succession, ownership, governance, and family foundations, and is the author of leading books on family business. Ward currently serves on the boards of four companies in the US, Canada and Europe.

AMY SCHUMAN is a Principal with the Family Business Consulting group, working with family businesses to create conditions that
support successful continuity across the generations. Schuman was the founding Facilitator of the Next Generation Leadership Institute, an intensive, two year program for next generation family business leaders at the Loyola University Chicago Family
Business Center. She authored Nurturing the Talent to Nurture the Legacy: Career Development in the Family Business and co-authored,with John L. Ward, Family Education for Business Owning Families: Strengthening Bonds by Learning Together.

STACY STUTZ is a Chicago-based independent consultant with twenty years of diverse experience in consulting and management. She has consulted with privately held and public companies in industries ranging from financial services to consumer electronics. Her family history of entrepreneurship provided a foundation for her work with family enterprises to establish governance and management strategies to sustain them into future generations. Stutz is an engineer and graduate of the Kellogg School of Management.

Inhalt
Preface Introduction - Appreciating Both Paradox Capacity And Capability Problems Are Not All The Same Prospering In The Face Of Ambiguity Capture The Inherent Tension What Lies Ahead Part 1-Acknowledging Both - Where Is Your Family Business's Current Focus - Family Or Business? 1 - Which To Choose: Family Or Business? To Choose Or Not To Choose Choose Both Family And Business Intersection Paradox Of Individual And Collective Individual And Collective In Action Celebrating Paradox At Beretta Assessment Summary 2 - Tradition And Change In Family Firms The Godrej Group: Model Of Tradition And Change Distinctive Time Orientation Complex Successor Dilemmas Internally Driven Strategy Enduring Values Tradition And Change At Beretta Part II-Identifying Both 3 - Predictable Paradoxes Across The Generations Generational Oscillation Predictable Paradoxes: Founder Stage Predictable Paradoxes: Sibling Partnership Stage Predictable Paradoxes: Cousin Collaboration Stage The Enterprising Family Generational Paradoxes: Final Analysis 4 - Predictable Conflicts In The Intersections From Two Systems To Three Problem Conflict Contradiction Paradox Understanding The Intersections Family Management Conflicts Management Ownership Conflicts Ownership Family Conflicts Governance Structures Intersections: Final Analysis Part III Managing Both 5 - A Continuum For Addressing Paradoxes Either/Or - Both/And The Paradox Management Continuum Family Employment On The Continuum The Art Of Paradox Management Cycle Of Renewal And Benefit 6 - One Key Tool: The Polarity Map™ Anna's Family Business And Polarity Mapping The Continuum And The Map Another Polarity Map™: Family Councils Step-By-Step Through The Polarity Map™ Final Reflections Part IV Achieving Both 7 - Experience The Power Of Paradox Sources Of Continuity Culture Unlocks The Power Of Paradox From Implicit To Explicit A Look Toward Fusion Appendices Appendix A: Historical Perspective On Paradox Appendix B: Paradoxes In BusinessLiterature Appendix C: Family First Business First Assessment Appendix D: More On Polarity Maps™ Notes Index