Throughout the last decades, organizations have had to deal with a chaotic and turbulent scenario, marked by the growing of economical globalization and by deep changes in the social and political systems. New sources and patterns of competition, restructurings and transitions in the macro conjuncture, immersed in the neo-liberal deology, jeopardized strategies traditionally perceived as capable of increasing competitiveness. Some organizations responded to these new challenges by becoming more flexible and by offering their workers support systems which granted them more participation, autonomy and learning opportunities. Overwhelmed by uncertainties, organizations like the TELEMIG made use of emergent and deliberate strategies. Others, incapable of dealing with paradoxes, constant changes, and apparently conflicting demands, chained themselves in antithetical and mutually excluding strategic patterns, which imposed upon them dilemmas such as centralization or decentralization, function or process, control or anarchy, price or quality, order or chaos. Departing from this perspective, this paper focuses on the transformation of the TELEMIG into the TELEMAR, as a result of its privatization, a process in which the emergent strategies of the top administration played a central role.