This master`s thesis is about paradoxes in decision-making in public-political organizations, based on the mutual constitution of organizational systems in understanding paradoxes in decision-making. The issues are aimed at paradoxes in decision-making processes in politically-governed public organizations, in the relations between the involved people who receive the political decisions and contribute to them. The issues are based on everyday working life, in politically managed public organizations, which are in fact full of uncertainties, discrepancies and paradoxes in decision making, which complicate employees' ability to solve the academic tasks satisfactorily. Based on my last fieldwork in a municipality, through observations, documents and conversations, I learned that political orders, in the form of initiation of development projects, large budget calculations on redistribution models, schedules, etc., often took some unpredictable twists that were difficult to transparency. The ambition is to create a more realistic picture of paradoxes as a matter of course in a government-controlled organization, into an uncontrollable social phenomenon that makes it possible to ask questions through reflection and thereby create opportunities to act differently. The theoretical perspective of the thesis is social constructivism, which considers knowledge as a construction between people. The purpose of the theoretical perspective of this science is to ask questions about self-reliant ways of responding to the common human behavior in different societal contexts. This angle helps to illuminate and change unwanted behavioral patterns. The key area for the study of these paradoxes is a case study obtained from field work in a publicly-politically managed organization. The survey rests on observations and focus group interviews in a public local context that are subject to analysis. The collection of empirical data is thus made up of two additional methodological interventions that contribute to the construction of knowledge in the thesis. Inspired by Luhmann's system theory and Bourdieu’s practice theory, used as a disturbance of system theory self-reference, I examine how decision-making processes in public organizations can be understood in the light of paradoxical concepts and how the paradoxes of reflection help to improve decision-making processes. The thesis contributes to transparency regarding the construction of the mindset within paradoxes in decision-making processes in government-led organizations. The results of the analysis show that the communication and experiences with paradoxes in decision making can be changed by reflection. The thesis finishes with a perspectival discussion that offers a critical view of the research results in the thesis, in order to create further transparency in the research process.