Paradoxical tensions are pervasive throughout organizations and arise from the simultaneous pursuit of conflicting objectives. While paradox theory suggests the alternating use of ‘accommodation’ and ‘choice’ strategies in response to existing tensions, little is known regarding how these strategies may, in turn, impact future levels of tension. The question of whether resolution strategies can be used as a tool to regulate the level of tension in a given task environment is an important one as tensions can either foster creativity and synergy or, conversely, trigger anxiety and inertia. Consequently, the following study investigates the causal mechanisms between the use of specific paradox resolution strategies and resulting levels of tension in the context of new product development projects.