Robert Fritz, the US management author, comments on the mechanics of the creative process. His model of the tension between the actual and desired is probably his most well-known (see image).

We find a version of this is alive in many of our workshops.  We regularly start with exploring a group’s hopes for the future. The understanding this gives is then deepened by immersing ourselves in the perspectives on the present, informed by a survey and whole group discussion.

The insights from this process can sometimes be accompanied by confusion and guilt too, for example around the habits and obstacles that the group is experiencing or some of the things that had been hoped for in the past but not achieved.

The resulting tension can be fascinating, but also for some too much to bear at moments.  However, it is the resolution of this that creates the momentum to propel the group forward to planning action. 

So the tension generates the energy to go on.

Too long spent seeing deeply and sensing what is needed can lead to frustration. Too little and there is insufficient insight or commitment.  This dilemma is one that needs careful attention – and is increasingly one we mention at the start before it comes to a head at around the half way point (when the shift from divergence to convergence in the ‘diamond dynamic’ happens).

Tags: behaviour, choices, leadership, management