Prior research has focused on how organizations manage paradoxes to achieve dynamic equilibrium. However, it is not clear how organizations change from one equilibrium to another. To understand the dynamics between equilibrium and disequilibrium, we investigate organization paradoxes in two scientific research and technology transfer institutions. We found four states of paradox: paradox retention, paradox concentration, paradox shift, and paradox fusion. Our analysis reveals that transitional events prompted paradox state conversion through three mechanisms: consolidating, activating, and shaping. Through constantly moving between equilibrium and disequilibrium, organizations navigated paradoxical tensions to achieve transient resolutions that enabled further development. Our study makes two contributions. First, we reveal the role of transitional events as triggers that reframe the paradox state. Second, we delineate organizational paradox as an ongoing process through dynamic equilibrium, fueled by tensions lurking within each fragile equilibrium.