Innovation projects include periods of simultaneous engagement in exploratory and exploitative activities. The conflicting nature of these tasks leads teams to experience greater levels of paradoxical tensions. Prior research has shown that these tensions can be either beneficial or detrimental to innovation, and that the ability to think paradoxically is essential to unlocking their potential. In this study, we examined how the distribution of paradox mindsets within teams plays a role in leveraging paradoxical tensions for greater innovativeness. Using data from 42 teams working on junior consulting mandates, we found that the diversity – rather than the absolute level – of paradox mindsets within a team has a positive moderating effect on the otherwise negative impact of paradoxical tensions on innovativeness.