Tension

The term “tension,” in the context of Role Based Management governance and various similar management approaches, refers to unmet needs or gaps between the current state of affairs and the desired expectations or objectives within the organization. Tensions are seen as drivers for improvement and organizational change.

Tensions can be positive because they signal opportunities for improvement or areas where adjustments are needed to better meet the organization’s needs. They can arise from situations where processes are less efficient than they could be, where obstacles hinder the achievement of objectives, or where rules or responsibilities are poorly defined.

Within the framework of Holacratic governance, tensions are actively sought out and used as a basis for making decisions and implementing adjustments within the organization. They are often identified during governance meetings or role meetings, where organization members are encouraged to express areas where they feel unmet needs or opportunities for improvement.

By viewing tensions as signals of opportunity, organizations can evolve proactively, adapt to market changes, and improve their operational efficiency. Tensions thus help promote a culture of continuous improvement and innovation within the organization.

In summary, “tensions” represent unmet needs or gaps relative to expectations within the organization. They are seen as opportunities for improvement and organizational change, and are actively used to stimulate innovation and continuous improvement.