Process research increasingly emphasizes how organizations face tensions from competing demands characterized by multilevel complexity and irrationality. Although such theory development provides valuable advancements to understand paradox phenomena, it also suffers from complexity with regard to pragmatic problem-solving. This paper shows how process research can offer resolutions if feedback is added to the equation of competing demands. In particular, we focus on the complex equation of amplified innovation in knotted tensions across multiple multilevel paradoxes. Analysis of field data from the rescue service sector in Sweden and work to improve firefighting operations serve as illustrative case material. The results uncover how four types of feedback on competing demands (single-level pole, single-level paradox tension, tension-to-pole, and tension-to-tension in the context of multiple multilevel paradoxes) operate as they unfold in concurrent construction. The concurrent construction of the four feedback types triggers, reinforces, and expands learning about paradoxes. We propose that the notion of paradoxical learning captures this process and examine how multiple multilevel tensions are dealt with when innovative work complexity unfolds. Paradoxical learning clarifies how organizational agents can amplify movements in an increasingly richer world of competing demands.