In an organization, when someone pushes against the boundaries of "the box," colleagues do not remain unaffected. The stretch is felt, like neighbouring molecules in an expanding balloon, or when a spouse rolls out of bed.
You notice the tension and flex.
Too much stretch in one direction and eventually a rupture can occur. Maybe the Stretcher quits or retracts or colleagues are drawn in or pull back. The energy has to go somewhere.
Like collision theory in chemistry, there needs to be a collision before there is a reaction and not all collisions lead to reaction--it's dependent on orientation and energy.
In this case, context matters.
Creative abrasion and positive conflict lead to growth, to new formations and as such, we need to invite some collisions to create reactions to create new ways of being and interacting.
How to effectively manage creative conflict is beyond the scope of this post.
Learning how to have difficult conversations is a good place to start.
You notice the tension and flex.
Too much stretch in one direction and eventually a rupture can occur. Maybe the Stretcher quits or retracts or colleagues are drawn in or pull back. The energy has to go somewhere.
Like collision theory in chemistry, there needs to be a collision before there is a reaction and not all collisions lead to reaction--it's dependent on orientation and energy.
In this case, context matters.
Creative abrasion and positive conflict lead to growth, to new formations and as such, we need to invite some collisions to create reactions to create new ways of being and interacting.
How to effectively manage creative conflict is beyond the scope of this post.
Learning how to have difficult conversations is a good place to start.