And, Not Or
Summary: A leadership habit of rejecting false dichotomies (e.g. “embrace AI or wait and see,” “cost or quality”) in favor of finding the blended answer.
Sources: Handwritten.md; LinkedIn Posts.md (“And, Not Or,” posted 2025-11-04) (original content, authored by Paul)
Last updated: 2026-07-07
Over 40+ years of leading teams, Paul developed a set of pithy memory aids for how he wanted to show up in leadership moments. “And, Not Or” addresses how often decisions get framed as a forced choice between two options, when society — and leaders in particular — increasingly default to false dichotomies (source: Handwritten.md).
The leader’s job is to find the And: most options aren’t actually clear-cut binaries, and what’s really wanted is something blended. Finding the And is distinct from compromise (though compromise matters too) — it means challenging the assumptions and perceived restrictions behind the dichotomy to find something new that balances the scales and moves everyone forward. Examples given: innovative and disciplined; provocative and ethical; fast and sustainable (source: Handwritten.md).
The LinkedIn version applies the principle directly to AI deployment decisions, giving three concrete pairings (source: LinkedIn Posts.md):
- Adopting new technology and demanding robust governance
- Pursuing efficiency and fiercely protecting data quality
- Driving transformation and remaining vigilant about ethics and equity
This principle is embodied operationally in team-yes, which rejects the binary of “approve or block” in favor of finding safe paths to yes.