To be effective managers, student affairs professionals mustunderstand the structures and processes that form theorganizational context in which they work, and must be able to workwithin them. These structures are often characterized by a rigiddivision of labor and an expectation that good managers can predictthe outcomes of their efforts and can and should exercise controlover the inputs. However, to be effective leaders, they must beable to perceive new possibilities beyond those structures andexpectations. How can they do both? Rethinking Student Affairs Practice offers an answer tothat question. Love and Estanek challenge their readers to perceivetheir responsibilities, institutions, and relationships throughmultiple lenses. They have developed a model for change based infour concepts that will help their readers do this. The fourconcepts are valuing dualisms, transcending paradigms, recognizingconnectedness, and embracing paradox.