The sometimes unwanted (or unwelcome) tension – that can arise from unresolved conflict – that might exist between workers in our team can either paralyse us or provide a template for great creativity and innovation.
Many creative endeavours are the result of tension. It could be tension between two personalities (for example, song-writing partnerships that produce great songs are often rife with tension) or an inner tension in an individual that precipitates a burst of energy which produces a great work of art.
Beyond art, music etc., many great inventions that changed the world resulted from an inner tension in individuals as they struggled with conflict within themselves. On my own journey, the tension between what I was and what I wanted to be (or, the direction I wanted my life to take) gave me the energy to change my career.
Let us look at the family again to explore this further. It is often the case in a family that while Mam and Dad will wish the same for their children they may have different priorities in respect of how they get there.
This comes from their different life experiences (i.e. the Atlantic Ocean of waves of feelings that we mentioned in the Chapter on Systems Theory). Gender may well influence their priorities also. The different priorities will inevitably cause some tension, the resolution of which can be either constructive or destructive, relationship-wise.
If we want the outcome to be constructive, it will be very helpful if the self-esteems of Mam and Dad are robust and healthy, so that they interpret a difference of opinion as being something that can be beneficial. In this situation, the blend of both views will have great potential to be positive and ultimately creative in the resolution of the myriad of complex challenges that rearing children brings with it.
It is also, of course, very good modelling for the children as they observe expression of different opinions as a normal part of living, contributing to life, resolution of problems, and indeed, the norm for relationships that thrive.
It is the same in teams. I believe that tension in a team is a good thing.
The expression of views, opinions, strong feelings arising from different personalities and life’s experiences is enriching and adds to productivity if, (like in the family) the atmosphere in our team is one that promotes and affirms diversity.
Such affirmation will increase our level of energy and, also like the family, will be very good modelling for people who come looking for help. Much of what we explored in the Chapter on the Universal Theories of Change applies to tension in teams and agencies, and how it is dealt with when it manifests.
For example, in respect of the root foundations, it is healthy for our team to have a strong identity. And freedom to express strong opinions leads to a distinct identity – just as it is manifest in a song-writing team, or indeed, in a sports team playing to its optimum.
It is also healthy to foster good relationships among members. There is huge potential for emergence in every team which can arise from healthy tension between members as opinions flow.
I believe that it is a sin (a long time since I used that expression) for leaders, managers, Boards, owners etc. to ignore people’s gifts, and their desire to use their gifts, or worse, see them as a problem. Of course, I am talking here about gifts that fit the mission of the organisation – but I have found over many years that, mostly, people’s gifts are adaptable. It’s amazing when you think of it that people’s gifts – and even wisdom – can lead to conflict!
In many cases, I have observed organisations hiring expensive external experts while ignoring the wisdom that is right under their nose [1], and that comes absolutely free.
Wisdom is a very important gift that often comes from genuine heartfelt encounter.
In the Chapter on the Family Support Shamrock I posited creativity as a vital characteristic in an organistion that supports families in the Focus Group. I believe that the creativity that we aim for in our work in supporting families should be also present in day-to-day encounters among our team, whether at formal team meetings or any other informal discussions.
(There is a separate Chapter devoted to Creativity in Section Five).
[1]. Though, of course, that part of my mind that tends to be a little suspicious thinks that it suits the perpetuation of Pillars values to hire people at very high cost to perpetuate the practices I referred to when I discussed the impact on the Focus Group. I will give some examples in the Chapter on Research and Evaluation.