Building (and leaving) a team with the right creative tension

​I have written before in my blogs and books about the idea of creative tension and how it can help us understand and diagnose the challenges and opportunities embedded in our relationships and work.
 
At the end of this week, I am stepping away from a team with whom I have worked for many years and with whom I have sustained a consistent, productive, and genuine creative tension.
 
From a startup trying to take a mobile communication product into high schools to a pivot into healthcare, an acquisition by a healthcare company, and finally to an acquisition of that company by an even bigger healthcare company, we have worked and grown and learned and iterated together for the better part of six years.
 
We all brought different skills and perspectives. Our ages varied. Our backgrounds varied. Our approaches to creativity and problem solving varied. Ultimately, however, we aligned around a set of principles that I now discuss as the elements of creative tension, but identified and learned largely through our work together. We didn’t know them and then practice them. We practiced them and came to know them.
 
Shared Purpose: There is a common goal that necessitates working together to accomplish.
 
Ownership: The collective owns the goal and understands various roles, responsibilities, skills, perspectives, and relationships needed to achieve the goal.
 
Commitment: All parties commit not only to the process of working together but to their individual roles and responsibilities in the work.
 
Teaching/Learning: Everyone is a teacher. Everyone is a learner.
 
Collective Action: The act of working together creates tension that informs the evolving purpose and nature of the work as a whole.
 
Reflection: The collective remains vigilant and reflective, as individuals and as a group, so that the tension remains creative and not destructive.
 
Creative tension is a constantly changing dynamic of a relationship – a relationship between people and the work they are trying to accomplish together.
 
For a visual, take a look at the images above and imagine yourself holding one end of the rubber band(s) with your colleague(s) holding the other. Sometimes, we are pulling the band(s) too tight. We introduce too much tension, reduce the flexibility of the rubber band, and introduce a fear that someone may drop their end and pop us with it, or even pull harder until it breaks. This is destructive tension caused by too much tension. Other times, we aren’t pulling much at all. The band is limp, without energy or possibility. This is destructive tension caused by an absence of tension.
 
Creative tension is all about finding that right degree of tautness in the band where there is energy, and sound, and possibility, and the people holding it are relating positively and actively to each other and the band itself. The right amount creative tension is always changing, just as we and our work and our lives outside of work are always changing.
 
As people change and as work changes, maintaining this creative tension requires constant vigilance – and as I have learned recently, simply may not always be maintainable. As I move on to a new startup, I feel the sincere loss of the creative tension of my team – although I look forward to helping build it with a new one. But, as our work and the organizations in which it has happened have evolved over the years, I found myself no longer able to generate the sense of purpose, ownership, and teaching/learning I needed to hold up my end of the rubber band, maintain my part of the creative tension.
 
For me then, I feel a responsibility to move on. I genuinely believe that this is the creative act even as it comes with a significant sense of loss.