This study examines managers’ discursive engagement of dialectical tensions as producingpatterns of control-resistance to proposed organizational change. Drawing on data from amultinational business organization, this paper analyzes a three-day long change projectmeeting to uncover how a paradox of understanding while misunderstanding developed fromthe dynamic interplay between control and resistance. Even though managers collaborated inimplementing the change process, they enacted a paradox through producing and respondingto dialectical tensions. This research demonstrates how these discursive patternssimultaneously produced both both control and resistance that led to rejection of change.