Based on data collection from 16 major infrastructure projects working remotely, in a pandemic and in collaborative mode, this article supports that maintaining multiple tensions is a cornerstone of collaboration and a promising practice for the “new normality” of organizations. It is demonstrated that engagement with stakeholders takes place within an environment that allows to express and maintain ambiguousness between the respective interests and objectives, all creating a swift effect towards the perceived success of the project. These data emerged from two years of field research by one of the five largest prime manufacturers/suppliers in Quebec. This article contributes to the debate on the tensions inherent in collaborations in a multiparadoxical context while adding avenues of organizational practices in crisis and post-crisis contexts.