300 Chiasmus Examples: A–B / B–A Patterns

We shape our routines, and then our routines shape us.

She did not choose the job for the city; she chose the city for the job.

The team needed a plan for the deadline, but soon the deadline became the plan for the team.

He first used the story to explain the silence; later he used the silence to explain the story.

They built the rules to protect the community, then discovered the community was protecting the rules.

A mentor may teach the student how to question, until the student teaches the mentor which questions still matter.

The campaign turned data into a message, and the message eventually determined which data the team collected.

Good editing asks whether the sentence serves the idea; bad editing can make the idea serve the sentence.

writers shape stories; stories shape writers.

We build writers, and stories build us.

To understand writers, study stories; to understand stories, study writers.

Change writers and you change stories; change stories and you change writers.

writers influence stories, then stories return the influence.

The way writers organize stories becomes the way stories organize writers.

We use writers to frame stories, and stories to reframe writers.

When writers define stories, stories eventually redefine writers.

writers give structure to stories; stories give meaning back to writers.

The relationship runs both ways: writers shape stories, and stories shape writers.

teachers shape students; students shape teachers.

We build teachers, and students build us.

To understand teachers, study students; to understand students, study teachers.

Change teachers and you change students; change students and you change teachers.

teachers influence students, then students return the influence.

The way teachers organize students becomes the way students organize teachers.

We use teachers to frame students, and students to reframe teachers.

When teachers define students, students eventually redefine teachers.

teachers give structure to students; students give meaning back to teachers.

The relationship runs both ways: teachers shape students, and students shape teachers.

leaders shape teams; teams shape leaders.

We build leaders, and teams build us.

To understand leaders, study teams; to understand teams, study leaders.

Change leaders and you change teams; change teams and you change leaders.

leaders influence teams, then teams return the influence.

The way leaders organize teams becomes the way teams organize leaders.

We use leaders to frame teams, and teams to reframe leaders.

When leaders define teams, teams eventually redefine leaders.

leaders give structure to teams; teams give meaning back to leaders.

The relationship runs both ways: leaders shape teams, and teams shape leaders.

habits shape days; days shape habits.

We build habits, and days build us.

To understand habits, study days; to understand days, study habits.

Change habits and you change days; change days and you change habits.

habits influence days, then days return the influence.

The way habits organize days becomes the way days organize habits.

We use habits to frame days, and days to reframe habits.

When habits define days, days eventually redefine habits.

habits give structure to days; days give meaning back to habits.

The relationship runs both ways: habits shape days, and days shape habits.

questions shape research; research shape questions.

We build questions, and research build us.

To understand questions, study research; to understand research, study questions.

Change questions and you change research; change research and you change questions.

questions influence research, then research return the influence.

The way questions organize research becomes the way research organize questions.

We use questions to frame research, and research to reframe questions.

When questions define research, research eventually redefine questions.

questions give structure to research; research give meaning back to questions.

The relationship runs both ways: questions shape research, and research shape questions.

tools shape workflows; workflows shape tools.

We build tools, and workflows build us.

To understand tools, study workflows; to understand workflows, study tools.

Change tools and you change workflows; change workflows and you change tools.

tools influence workflows, then workflows return the influence.

The way tools organize workflows becomes the way workflows organize tools.

We use tools to frame workflows, and workflows to reframe tools.

When tools define workflows, workflows eventually redefine tools.

tools give structure to workflows; workflows give meaning back to tools.

The relationship runs both ways: tools shape workflows, and workflows shape tools.

systems shape behavior; behavior shape systems.

We build systems, and behavior build us.

To understand systems, study behavior; to understand behavior, study systems.

Change systems and you change behavior; change behavior and you change systems.

systems influence behavior, then behavior return the influence.

The way systems organize behavior becomes the way behavior organize systems.

We use systems to frame behavior, and behavior to reframe systems.

When systems define behavior, behavior eventually redefine systems.

systems give structure to behavior; behavior give meaning back to systems.

The relationship runs both ways: systems shape behavior, and behavior shape systems.

choices shape character; character shape choices.

We build choices, and character build us.

To understand choices, study character; to understand character, study choices.

Change choices and you change character; change character and you change choices.

choices influence character, then character return the influence.

The way choices organize character becomes the way character organize choices.

We use choices to frame character, and character to reframe choices.

When choices define character, character eventually redefine choices.

choices give structure to character; character give meaning back to choices.

The relationship runs both ways: choices shape character, and character shape choices.

readers shape books; books shape readers.

We build readers, and books build us.

To understand readers, study books; to understand books, study readers.

Change readers and you change books; change books and you change readers.

readers influence books, then books return the influence.

The way readers organize books becomes the way books organize readers.

We use readers to frame books, and books to reframe readers.

When readers define books, books eventually redefine readers.

readers give structure to books; books give meaning back to readers.

The relationship runs both ways: readers shape books, and books shape readers.

markets shape products; products shape markets.

We build markets, and products build us.

To understand markets, study products; to understand products, study markets.

Change markets and you change products; change products and you change markets.

markets influence products, then products return the influence.

The way markets organize products becomes the way products organize markets.

We use markets to frame products, and products to reframe markets.

When markets define products, products eventually redefine markets.

markets give structure to products; products give meaning back to markets.

The relationship runs both ways: markets shape products, and products shape markets.

communities shape rules; rules shape communities.

We build communities, and rules build us.

To understand communities, study rules; to understand rules, study communities.

Change communities and you change rules; change rules and you change communities.

communities influence rules, then rules return the influence.

The way communities organize rules becomes the way rules organize communities.

We use communities to frame rules, and rules to reframe communities.

When communities define rules, rules eventually redefine communities.

communities give structure to rules; rules give meaning back to communities.

The relationship runs both ways: communities shape rules, and rules shape communities.

designers shape interfaces; interfaces shape designers.

We build designers, and interfaces build us.

To understand designers, study interfaces; to understand interfaces, study designers.

Change designers and you change interfaces; change interfaces and you change designers.

designers influence interfaces, then interfaces return the influence.

The way designers organize interfaces becomes the way interfaces organize designers.

We use designers to frame interfaces, and interfaces to reframe designers.

When designers define interfaces, interfaces eventually redefine designers.

designers give structure to interfaces; interfaces give meaning back to designers.

The relationship runs both ways: designers shape interfaces, and interfaces shape designers.

editors shape drafts; drafts shape editors.

We build editors, and drafts build us.

To understand editors, study drafts; to understand drafts, study editors.

Change editors and you change drafts; change drafts and you change editors.

editors influence drafts, then drafts return the influence.

The way editors organize drafts becomes the way drafts organize editors.

We use editors to frame drafts, and drafts to reframe editors.

When editors define drafts, drafts eventually redefine editors.

editors give structure to drafts; drafts give meaning back to editors.

The relationship runs both ways: editors shape drafts, and drafts shape editors.

risks shape plans; plans shape risks.

We build risks, and plans build us.

To understand risks, study plans; to understand plans, study risks.

Change risks and you change plans; change plans and you change risks.

risks influence plans, then plans return the influence.

The way risks organize plans becomes the way plans organize risks.

We use risks to frame plans, and plans to reframe risks.

When risks define plans, plans eventually redefine risks.

risks give structure to plans; plans give meaning back to risks.

The relationship runs both ways: risks shape plans, and plans shape risks.

plans shape actions; actions shape plans.

We build plans, and actions build us.

To understand plans, study actions; to understand actions, study plans.

Change plans and you change actions; change actions and you change plans.

plans influence actions, then actions return the influence.

The way plans organize actions becomes the way actions organize plans.

We use plans to frame actions, and actions to reframe plans.

When plans define actions, actions eventually redefine plans.

plans give structure to actions; actions give meaning back to plans.

The relationship runs both ways: plans shape actions, and actions shape plans.

actions shape outcomes; outcomes shape actions.

We build actions, and outcomes build us.

To understand actions, study outcomes; to understand outcomes, study actions.

Change actions and you change outcomes; change outcomes and you change actions.

actions influence outcomes, then outcomes return the influence.

The way actions organize outcomes becomes the way outcomes organize actions.

We use actions to frame outcomes, and outcomes to reframe actions.

When actions define outcomes, outcomes eventually redefine actions.

actions give structure to outcomes; outcomes give meaning back to actions.

The relationship runs both ways: actions shape outcomes, and outcomes shape actions.

words shape thoughts; thoughts shape words.

We build words, and thoughts build us.

To understand words, study thoughts; to understand thoughts, study words.

Change words and you change thoughts; change thoughts and you change words.

words influence thoughts, then thoughts return the influence.

The way words organize thoughts becomes the way thoughts organize words.

We use words to frame thoughts, and thoughts to reframe words.

When words define thoughts, thoughts eventually redefine words.

words give structure to thoughts; thoughts give meaning back to words.

The relationship runs both ways: words shape thoughts, and thoughts shape words.

memories shape places; places shape memories.

We build memories, and places build us.

To understand memories, study places; to understand places, study memories.

Change memories and you change places; change places and you change memories.

memories influence places, then places return the influence.

The way memories organize places becomes the way places organize memories.

We use memories to frame places, and places to reframe memories.

When memories define places, places eventually redefine memories.

memories give structure to places; places give meaning back to memories.

The relationship runs both ways: memories shape places, and places shape memories.

places shape people; people shape places.

We build places, and people build us.

To understand places, study people; to understand people, study places.

Change places and you change people; change people and you change places.

places influence people, then people return the influence.

The way places organize people becomes the way people organize places.

We use places to frame people, and people to reframe places.

When places define people, people eventually redefine places.

places give structure to people; people give meaning back to places.

The relationship runs both ways: places shape people, and people shape places.

problems shape priorities; priorities shape problems.

We build problems, and priorities build us.

To understand problems, study priorities; to understand priorities, study problems.

Change problems and you change priorities; change priorities and you change problems.

problems influence priorities, then priorities return the influence.

The way problems organize priorities becomes the way priorities organize problems.

We use problems to frame priorities, and priorities to reframe problems.

When problems define priorities, priorities eventually redefine problems.

problems give structure to priorities; priorities give meaning back to problems.

The relationship runs both ways: problems shape priorities, and priorities shape problems.

constraints shape designs; designs shape constraints.

We build constraints, and designs build us.

To understand constraints, study designs; to understand designs, study constraints.

Change constraints and you change designs; change designs and you change constraints.

constraints influence designs, then designs return the influence.

The way constraints organize designs becomes the way designs organize constraints.

We use constraints to frame designs, and designs to reframe constraints.

When constraints define designs, designs eventually redefine constraints.

constraints give structure to designs; designs give meaning back to constraints.

The relationship runs both ways: constraints shape designs, and designs shape constraints.

metrics shape decisions; decisions shape metrics.

We build metrics, and decisions build us.

To understand metrics, study decisions; to understand decisions, study metrics.

Change metrics and you change decisions; change decisions and you change metrics.

metrics influence decisions, then decisions return the influence.

The way metrics organize decisions becomes the way decisions organize metrics.

We use metrics to frame decisions, and decisions to reframe metrics.

When metrics define decisions, decisions eventually redefine metrics.

metrics give structure to decisions; decisions give meaning back to metrics.

The relationship runs both ways: metrics shape decisions, and decisions shape metrics.

decisions shape cultures; cultures shape decisions.

We build decisions, and cultures build us.

To understand decisions, study cultures; to understand cultures, study decisions.

Change decisions and you change cultures; change cultures and you change decisions.

decisions influence cultures, then cultures return the influence.

The way decisions organize cultures becomes the way cultures organize decisions.

We use decisions to frame cultures, and cultures to reframe decisions.

When decisions define cultures, cultures eventually redefine decisions.

decisions give structure to cultures; cultures give meaning back to decisions.

The relationship runs both ways: decisions shape cultures, and cultures shape decisions.

cultures shape organizations; organizations shape cultures.

We build cultures, and organizations build us.

To understand cultures, study organizations; to understand organizations, study cultures.

Change cultures and you change organizations; change organizations and you change cultures.

cultures influence organizations, then organizations return the influence.

The way cultures organize organizations becomes the way organizations organize cultures.

We use cultures to frame organizations, and organizations to reframe cultures.

When cultures define organizations, organizations eventually redefine cultures.

cultures give structure to organizations; organizations give meaning back to cultures.

The relationship runs both ways: cultures shape organizations, and organizations shape cultures.

customers shape services; services shape customers.

We build customers, and services build us.

To understand customers, study services; to understand services, study customers.

Change customers and you change services; change services and you change customers.

customers influence services, then services return the influence.

The way customers organize services becomes the way services organize customers.

We use customers to frame services, and services to reframe customers.

When customers define services, services eventually redefine customers.

customers give structure to services; services give meaning back to customers.

The relationship runs both ways: customers shape services, and services shape customers.

services shape expectations; expectations shape services.

We build services, and expectations build us.

To understand services, study expectations; to understand expectations, study services.

Change services and you change expectations; change expectations and you change services.

services influence expectations, then expectations return the influence.

The way services organize expectations becomes the way expectations organize services.

We use services to frame expectations, and expectations to reframe services.

When services define expectations, expectations eventually redefine services.

services give structure to expectations; expectations give meaning back to services.

The relationship runs both ways: services shape expectations, and expectations shape services.

stories shape audiences; audiences shape stories.

We build stories, and audiences build us.

To understand stories, study audiences; to understand audiences, study stories.

Change stories and you change audiences; change audiences and you change stories.

stories influence audiences, then audiences return the influence.

The way stories organize audiences becomes the way audiences organize stories.

We use stories to frame audiences, and audiences to reframe stories.

When stories define audiences, audiences eventually redefine stories.

stories give structure to audiences; audiences give meaning back to stories.

The relationship runs both ways: stories shape audiences, and audiences shape stories.

audiences shape messages; messages shape audiences.

We build audiences, and messages build us.

To understand audiences, study messages; to understand messages, study audiences.

Change audiences and you change messages; change messages and you change audiences.

audiences influence messages, then messages return the influence.

The way audiences organize messages becomes the way messages organize audiences.

We use audiences to frame messages, and messages to reframe audiences.

When audiences define messages, messages eventually redefine audiences.

audiences give structure to messages; messages give meaning back to audiences.

The relationship runs both ways: audiences shape messages, and messages shape audiences.

questions shape answers; answers shape questions.

We build questions, and answers build us.

To understand questions, study answers; to understand answers, study questions.

Change questions and you change answers; change answers and you change questions.

questions influence answers, then answers return the influence.

The way questions organize answers becomes the way answers organize questions.

We use questions to frame answers, and answers to reframe questions.

When questions define answers, answers eventually redefine questions.

questions give structure to answers; answers give meaning back to questions.

The relationship runs both ways: questions shape answers, and answers shape questions.

answers shape questions; questions shape answers.

We build answers, and questions build us.