Tension Can Lead to Progress

Our world has been experiencing geopolitical, societal, and economic tensions since long before COVID-19 was on our radar. And now, this crisis is exacerbating many of them. From the more complex situations involving international relationships (U.S.-China is a recurring topic these days) to racial injustice, the refugee crisis, and the issues migrant workers are facing in Europe and elsewhere, there is no shortage of mounting tensions and conflicting points of view.  

In every setting—our personal relationships, within organizations, and in society— tensions inevitably occur, and, when they do, they make us uncomfortable, too often laying bare the negative traits of human nature: bigotry, hate, and selfishness, to name a few. But tensions can also accelerate progress.

With no intention to sugarcoat any of the ugliness we are seeing today, I genuinely believe that tensions can create opportunities for individuals and entire systems to move forward. Tension is necessary for change because without challenges to the status quo—and their resulting frictions—new ideas wouldn’t exist. 

This positive potential is more easily understood in the context of business and organizational growth. When team members are asked to challenge the “traditional” way of doing things and put forward new ideas to improve a product, a process, or the organization as a whole, tension and conflict may arise. But if those tensions are anticipated and welcomed as part of the process, sound decision-making and innovation can ensue. In fact, research has shown that, managed properly, conflict can be a reliable driver of performance in the context of an organization’s innovation processes. 

Central to leveraging tension as a force for progress is a willingness to engage in conversation. Equally important is an open mind. We can only discover new truths—especially truths that conflict with our most dearly held assumptions—when we are open to listening to and working to understand disparate perspectives. Expressing reservations and conflicting opinions during this process is okay—even beneficial. Working through disagreements is part of the process. What is not acceptable is avoiding looking at the facts or rejecting out of hand whatever does not align with your entrenched beliefs (or interests). We see this far too often in the tobacco harm reduction space, where untold opportunity is lost when some public health advocates and organizations refuse to objectively assess the evidence surrounding smoke-free products, ignoring the potential these better alternatives to cigarettes may represent for men and women who would otherwise continue to smoke.

When new data or other evidence arise, or when the context changes, opinions should be expected to change. Consider seat belts: a standard feature in cars today and probably one of the most common safety devices in modern history. And yet, when the mandatory use of seat belts first was proposed, the law was fiercely contested by segments of the population in the U.S., despite the scientific research affirming the benefits. At the time, opponents raised several claims, including that seat belts were ineffective, inconvenient, and uncomfortable.  

Besides the obvious analogies between the opposition to seat belts and the absurd tensions we are witnessing today with anti-vaxxers and, more recently, anti-maskers, these examples also illustrate that seldom does change come without resistance, even if, in retrospect, it is clear which choice is better.

Resisting this instinct to ignore the obvious when it conflicts with our preconceived beliefs—in other words, resisting bias—is a must for leaders in business and beyond. To turn tension into an opportunity, we must ensure diversity of opinions and perspectives and be willing to listen to all sides, all the while insisting on respect for science and facts over conjecture and lazy thinking. Excluding from the debate the voices and evidence with which we disagree ultimately will preclude us from making the best decisions.

Adopting a positive approach to reconciling differences can promote growth in individuals, relationships, organizations, and society at large. It takes humility to recognize that we may not always know all the facts, empathy to understand why others may see things differently, and an open mind to seek common ground and benefit from a broader perspective. Perhaps most important is recognizing that it is better not to have an immutable opinion; to take in new information, change our minds, and adapt to evolving circumstances is a sign not of weakness but progress.