Paradoxes in times of crisis: trust and the co-production of services in the case of October 7

Purpose The study explores how paradox theory helps explain how community leaders handle severe terror crises amid reduced trust and the co-production of services. Design/methodology/approach This is a phenomenological study based on interviews conducted in the first months following October 7th, with 18 local leaders from over half of the Gaza Envelope communities. Findings The findings reveal five paradoxes: (1) Together vs. Alone; (2) Helps vs. Creates Difficulties; (3) Bad vs. Good Experiences; (4) Certainty vs. Uncertainty; (5) Optimism vs. Pessimism. Practical implications The study can help local leaders identify diverse kinds of paradoxes and expand their repertoire for meaning-making and communication with their communities in challenging times. It also suggests four implications for models designed to manage extreme security crises. Originality/value The paper's empirical contribution stems from the voices of leaders in an extreme security crisis; its theoretical contribution deepens our understanding of local leaders' paradoxes in times of crisis, highlighting the role of emotional-cognitive paradoxes.