Management of Tension

I believe one definition of great managers is their ability to manage tension. Tension isn’t restricted to employees but extends to customers as placing them in tension is a sure of successful tension marketing. We have choices and the tension of making a choice is shared among all of us.

Let me start with an example and show how tensions interact to create threats and opportunities. Let me take on a horizontal axis the two opposites of We and Me. I work with a team I want the team to be successful with my conflicting desire to be successful myself. Would I prefer the We more than the Me? There is a tension between the extremes.

This is the Dimension of Relations between We and Me.

There exists another tension between sticking to my differences or join the similarities between the members of a group. If I wish to be authentic I need to stick to my differences at the expense of conflicting with the group and may be expelled for my deviant behavior.

This is the Dimension of Content. The tension exists between keeping the Me authenticity and following the similarities that glue the group members together.

Now it is time to join the two Dimensions of Relations and Content together.

The vital space is the space within the circumference. We may be within the boundary falling inside or outside the circumference. Inside the conference we have the following patterns.

Between Me and Similarities- seeking balance between being Me and keep Similarities. It is the exchange zone. It is the challenge to get inspiration from similarities while being Me.

Between Me and Differences- the tension to keep the balance between being Me and coping with Differences. It is recognizing the differences and still being Me.

Between We and Differences- the tension of keeping the balance between sticking together while respecting our differences. It is the need to feel safe in a stormy zone.

Between We and Similarities- the opportunity for group members to learn from each other. It is the realization the need for a shakeup to avoid similar thinking and adhering blindly to the group.

In every zone there is the tension of being in balance. If not, we shall be thrown outside the Circumference of Confidence. This what shall happen. It is the dreadful 4 Fs

Instead of getting inspiration from being Me while justifying similarities we get thrown out of the Circumference to end up in the first F- that is Flee. Many talents get bored and flee the organization because of being bored.

The challenge may turn into fight. This is the second F (Fight). The challenge offers the opportunity to learn and advance; instead it could turn the challenge into severe fight.

We need the structure to help the group members to advance together and be conducive to their interests and differences with others. If not, the third F will be the result and that is Freeze.

Similar birds flock together. That what shall happen if we all end up in having similar ideas. As much as we want differences, so we need similarities. It is the balance between the two.

The manager should assume the role of a ruler if people start to flee to put things in order. Or, if similarities overwhelm he can be an inspirator.

Likewise; the manager or leader needs to act as strategist or negotiator depending if in the challenge zone people are more towards Me or Differences.

In the Structure zone, the manager or leader needs to act like a warrior if people are drifted towards Me and a mediator if they are adrift towards differences,

In the dialogue zone the leader or manager needs to act as a joker if people are drawn to similarities than being the We and as a prophet if people are more of We than finding gluing similarities between them.

One last point is the need of virtual groups to have a supporting structure and to encourage dialogue. beBee as a platform communication does this job brilliantly. I tested my beBee webpage and got the following results.

Bravo beBee- you are doing a great job as proven by measurement.