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This study explores the paradox of autonomy and dependence that is inherent in organization-public relationships. Using a comparative case study methodology the Brigham Young University Museum of Art’s handling of exhibitions that included nude artworks in 1997 and 2004 as examples. The value of this study is that it illustrates how paradoxical tensions can influence the decision-making process in organizations, as well as the ways in which organizations can manage their own behavior and communication in spite of natural tendencies to manage and control stakeholders and publics.