Systems Leadership: Activating Creative Tension

Welcome to December 2024, and thank you for your fervent support throughout the year. At this time, let me wish you a joyous and blessed Christmas ahead, and best for 2025!

A major challenge confronting organizations today stems from grappling with the challenge of navigating day-to-day issues while striving to maintain focus on long-term goals. Whether it's adapting to a post-pandemic reality or undergoing a digital transformation, leaders are frequently faced with balancing the pressing demands of the present with a compelling vision for the future. This is where the Creative Tension model comes in – a powerful framework for bridging the gap between current reality and desired vision.

The Creative Tension model, rooted in systems thinking, highlights the natural tension that arises when individuals or organizations confront the difference between where they are and where they want to be. The creative process is driven by the gap between vision and reality. When we imagine what we want to create, we visualize a future that highlights what’s missing in the present. This is often referred to as "structural tension". Rather than viewing this tension as a source of stress or conflict, Creative Tension encourages leaders to use it as a motivating force to drive transformation. By acknowledging the gap between current reality and future aspirations, leaders can harness the tension productively, creating an environment where innovation and growth thrive.

But how does Creative Tension work in practice? Let’s explore two real-world examples that demonstrate how leaders can manage the tension between their current reality and vision to achieve remarkable results.

Example 1: Post-Covid Mental Wellness Initiative

In the first scenario, an organization tasked a leader with designing a mental wellness intervention for employees in the wake of the Covid-19 pandemic. The designated Finance leader had little expertise in mental wellness or corporate strategy, was understandably anxious about the assignment. The stakes were high—after all, the mental health of the workforce was at risk, and the leader's reputation depended on delivering an effective solution. This sense of stressful tension dominated the leader’s current reality: feelings of vulnerability, reluctance to step outside their comfort zone, and a desire to find "safe" but unremarkable solutions.

Nevertheless, by applying the Creative Tension model, the leader was able to reframe the situation. Instead of focusing on the stress and uncertainty of the present, they shifted their perspective to envision a future where they could make a meaningful impact on their colleagues' well-being. This desired future reality included a holistic mental wellness program that was employee-centric, supportive, and energizing.

The act of recognizing and embracing the tension between the current reality and the vision enabled the leader to move from a place of fear and avoidance to one of creative problem-solving. Instead of cobbling together a subpar solution, they felt empowered to design interventions that aligned with the broader goal of fostering a healthy, rejuvenated workplace. The leader was able to rally support in the intervention design with his refreshed outlook. This is the power of Creative Tension—when leaders can focus on what they want to create rather than merely reacting to stressors, they unlock new possibilities.

Example 2: IT Intervention in a Digital Transformation Project

In a second scenario, a consulting team was working on a process re-engineering project for a government statutory board. Midway through the engagement, the Chief Information Officer (CIO) requested an additional IT intervention that was outside the project’s initial scope. The consulting team, initially feeling uneasy about this sudden change, faced a dilemma. Their current reality was filled with stress, second-guessing, and concerns that this new request might derail their efforts to meet existing project deadlines.

In this case, the stressful tension translated into reactive behaviors, such as preparing justifications and caveats to protect themselves from potential fallout. The team’s response, driven by fear of failure, was to pitch the new idea with hesitation, bracing for challenges and hoping that the CIO’s request would not negatively impact their progress.

However, by using the Creative Tension model, the team was able to refocus on the desired vision—becoming a trusted advisor to the CIO and a valuable partner in the statutory board’s digital transformation journey. This vision emphasized building trust, demonstrating competence, and showcasing their expertise through regular updates and workshops. By holding onto this vision and managing the tension between their current reality and future aspirations, the consulting team transformed their approach from one of reluctance to one of opportunity.

Rather than being bogged down by stress, the team began to see the additional request as a chance to demonstrate their value and deepen their relationship with the client. In the end, their proactive attitude and willingness to embrace the tension led to greater collaboration, openness, and trust between the client and consulting teams. Again, Creative Tension proved to be a catalyst for innovation and strengthened partnerships.

Why Managing Creative Tension is Critical for Organizational Success

These examples demonstrate that when leaders manage Creative Tension effectively, they are better equipped to drive meaningful change within their organizations. The model doesn’t eliminate the challenges of the present—rather, it frames those challenges as part of a larger process of growth and transformation. Leaders who harness this tension understand that the gap between current reality and future vision is not a problem to be solved but an opportunity to be seized.

Systems Leaders equipped with models like Creative Tension can help their organizations navigate wicked complexity. By mastering the Creative Tension model, leaders are better positioned to foster innovation, drive systemic improvements, and lead their organizations confidently into the future. When leveraged effectively, it transforms challenges into opportunities and propels teams toward success. In the hands of skilled Systems Leaders, this model used in conjunction with other related Systems Frameworks can greatly propel organizations in overcoming the most daunting challenges in the workplace.

Coach Tom is an Official Member of the Forbes Coaches Council (2024). Check out the various articles by #CoachTom on AI+Web3, Systems Leadership, Organisation Transformation, Strategy. Check out his YouTube and stay updated on his exciting projects at:

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