We often think tensions are negative forces, but in reality, they can serve as powerful catalysts for organizational evolution. Honoring tensions within ourselves or within our organization doesn't mean surrendering to them. It means acknowledging their existence, bringing them into awareness without allowing them to dictate our actions or decisions.
When we honor a tension, we separate the intensity or charge of the situation from the direction it's pushing us. Then we can actually harness its energy as fuel and discard the direction as the waste that was necessary to carry the fuel—like a container. But this takes self-awareness and ongoing practice to differentiate the tension from different perspectives.
Clarifying the source of a tension
In Sociocracy, everyone in the organization has authority to direct changes. But in order to direct change effectively, everyone must also grow their capacity to clarify where the tension can be processed effectively.
For instance, we're currently honing our skills with a process known as the Language of Spaces, aimed at enhancing both interpersonal and intrapersonal dynamics within self-organizing entities. This method enables people to discern tensions from various viewpoints: personal, relational, operational, and governance.
With clarity across these perspectives, people can then take targeted actions to address each tension effectively. It's worth noting that certain interpersonal tensions may find resolution through operational or governance adjustments, which individuals have the autonomy to propose and implement. I'll delve deeper into tension differentiation in a separate post to provide a clear demonstration of its practical application.
Harness the wind like a sailor
Just as sailors refine their abilities through practice, we too must develop our capacity to recognize and distinguish these tensions. By practicing this skill, we cultivate the ability to navigate tensions effectively, steering towards our chosen direction.
In sailing, the wind provides energy, but the sailor determines the course of the boat. The energy doesn't dictate the direction or destination; that's entirely up to the sailor.
Similarly, in an organization using Sociocracy, we have the power to choose how to respond, even when fueled by tension. In fact it’s the tensions themselves that can be catalysts for change.
Charting our own Course
As we lean into Sociocracy at Bright Water, we must continue to develop our capacities to honor our tensions and discover valuable sources of motivation within them.
By charting our own course and using these tensions as propulsion, we can tack with the winds of change to navigate in directions that align with our values and intentions.
Author: Joel DeJong
Governance Circle Leader
Bright Water Parent