Tensions as a catalyst for change
At one of our internal events, a colleague recently remarked that he believes it is important for us core team consultants to engage more closely with our client projects through regular dialogue. He expects this to generate synergies through shared learning and transparency regarding current projects. He emphasized that what matters most to him is a brief, concise, and personal exchange where people can ask questions. In line with our “principle of tension” at Janus, it was clear that he would then develop a proposal for this.
He briefly gathered some spontaneous ideas from the group and promised to come up with a concrete proposal soon. We’ll soon be trying out a short, regular session for this, which he’ll prepare and facilitate for now. If it proves successful, we’ll make it a permanent feature. This situation showed once again that we’ve truly moved away from “we should really…” or “it would be good if someone… ...”. The colleague had a “tension”—in this case, a professional need—and he took concrete action. So the question arises for each of us time and again: Do I voice my tension (ideas, suggestions for improvement, points of frustration, etc.) or do I keep it to myself? The advantage of speaking up: It creates momentum—and the opportunity to change something together.
Tensions as a Source of Energy
Tensions—and by that we mean both the (supposedly) negative and the positive ones—are everywhere: in teams, in organizations, in everyday life. They arise when we’re annoyed, disappointed, or uncertain—or when we’re bursting with ideas and don’t know what to do with them. Whether positive or negative: tensions are impulses that could generate movement.
The reality often looks like this: Tensions are suppressed or fizzle out in office gossip. They manifest in eye-rolling during meetings, whispering in the break room, or in the feeling that “someone up in management really needs to take notice.” Energy that could actually drive change goes to waste. Instead: We should, we could, we ought to…
A clear framework for tensions
The tension principle, one of our core principles at Janus, starts exactly here: “Anyone who has a tension brings it up, makes a suggestion for resolving it—and is heard.” So simple, so effective. Because it shifts responsibility: away from quietly resenting or hoping that “management” will sort things out—toward each and every individual.
Harnessing tensions constructively
How this can look in practice is evident in a wide variety of everyday situations. In projects, we encounter many tensions that sometimes require smaller steps, sometimes larger ones. A client recently remarked: “We’re losing our people in the many parallel change initiatives—no one can see the big picture anymore.” Behind this lay not just frustration over individual meetings, but a structural problem. The resulting proposal was more complex: a project map that visualizes all initiatives, supplemented by a central steering team that sets priorities. This meant additional work, workshops, and coordination—but it brought clarity to a situation that had previously only led to overwhelm.
What the principle requires
For the tension principle to work, a culture is needed in which tensions can be openly expressed. It requires trust and respect so that courage is rewarded and suggestions are truly heard—even if they may ultimately not be implemented for good reasons (this then requires a sound decision-making process—there’s a separate article on that 😉). And it requires the willingness and self-confidence to take responsibility—not just from leadership, but from everyone involved.
Where the limits lie
Of course, the principle doesn’t work in every situation. In highly emotional conflicts, space and facilitation are often needed first before suggestions can be helpful. When trust is lacking, tensions remain unspoken. And when people only bring problems to the table without linking them to ideas for solutions, no progress is made.
It’s worth sticking with it
Used correctly, the tension principle noticeably changes collaboration. Frustration turns into clarity, uncertainty into direction, and ideas into concrete action. Whether these are small, quick adjustments—or larger, more complex changes: what matters is that tensions don’t fizzle out, but are harnessed as a source of energy. This fosters a culture where tensions don’t block progress, but drive development—for teams, organizations, and every individual.
And what about us? We’ve been practicing this for years and are proud of the path we’ve taken together. Still, it’s not always easy and requires good teamwork and sometimes a little nudge from one another. What helps us here is the shared understanding that we’re all on a journey where small stops, side roads, spontaneous detours, and changes are simply part of the experience.