The Community Art Centers (CAC) are exposed to paradoxical tensions inherent to organizations. This article examines the causes of the paradoxical tensions in ten CACs and the tools managers have for dealing with them. The author has undertaken a qualitative and exploratory analysis of the methods of managing these tensions. The fragmentation of the solidarity and cooperative spirit, as well as the “instrumentalization” of management practices, have weakened the CACs. To reduce the observed tensions, a sound thinking is needed about the dynamics of governance in the field of culture and local patterns of cultural practices.