Holding the Creative Tension During Workplace Change
The Hidden Influencer Of Change That Sticks
We often think that tension in the workplace is something to eliminate—smooth over the conflict, reduce the friction, lower the discomfort. But what if the right kind of tension was not a problem... but a powerful driver of change?
In the world of creative leadership and transformation, Robert Fritz’s Creative Tension model offers a counterintuitive but profound insight:
"Creative tension is the gap between vision and current reality—and holding that tension is what moves us forward."
The Space Between: Where Change Lives
Fritz explains that when we have a clear vision of what we want to create, and we also see the current reality as it truly is, the gap between those two creates a kind of structural tension. It's not emotional stress—it's not anxiety or panic. It’s more like the tension in a bowstring. When held properly, it fuels direction, energy, and purposeful movement.
The challenge is that many people (and organisations) are deeply uncomfortable with that gap. The tension feels unresolved. So we often respond by reducing it in the easiest way possible:
We lower the vision. “Maybe this change is too ambitious. Let’s just improve things slightly.”
Or we deny the reality. “It’s not that bad. Everyone will get on board eventually.”
Neither of these approaches leads to true transformation. In fact, they often result in stagnation, cynicism, or the kind of half-finished change initiatives that drain energy and trust.
The Neuroscience of Creative Tension
Fritz’s concept is echoed in recent findings in cognitive neuroscience and motivation psychology. Studies on goal-gradient theory (Hull, 1932; Heath, Larrick & Wu, 1999) show that when people perceive a meaningful distance toward a valued goal, motivation actually increases—but only if the goal is clear and the gap is acknowledged. In other words, the distance between where we are and where we want to be can inspire action, not avoidance, when framed clearly.
Similarly, research in constructive discontent (Sutton, 2001) highlights that people are more likely to act when they feel a productive dissatisfaction with the current state—what Fritz would call a well-held tension.
In other words: you need the stretch.
Other research in constructive discontent suggests that people are more likely to act when they feel a sense of productive dissatisfaction with the status quo—what Fritz would describe as a well-held tension. This means that effective leaders don’t just paint a compelling picture of the future; they also help people stay connected to the real work of moving toward it.
What This Means for Change Leaders
Too often, we try to remove discomfort during change. We might say, “It’s going to be fine,” or “This won’t affect your team too much.” But that reassurance can sometimes remove the energy people need to engage deeply.
Instead, what if we said:
“Here’s where we are. And here’s where we need to be. And it’s going to take all of us to get there.”
“It’s okay to feel uncertain. The vision is still worth moving toward.”
This kind of leadership doesn't collapse under tension—it stands in it. It models what psychologist Susan David calls emotional agility: the ability to navigate emotions with curiosity and purpose, rather than avoidance.
When people see leaders holding the gap—not ignoring it, not papering over it, but owning it—they feel safer to do the same.
Tools for Holding Creative Tension
If you want to embed this kind of approach in your team or organisation, start with these actions:
Keep returning to a vivid, shared picture of success. Make it specific and meaningful.
Don’t sugar-coat the current state. Map it clearly and invite input.
Use reflective dialogue. Ask, “What would it take to close this gap together?”
Create a climate of psychological safety so challenge and creativity can coexist.
You might even consider using a simple Creative Tension Map: one column for the vision, one for the current state and a space in between for actions that will help bridge the two.
Final Thoughts
When people say “change is hard,” they’re not wrong—but it’s not always because they’re resistant. It’s often because they care. They feel the weight of the gap between where things are and where they could be.
Robert Fritz’s model reminds us that we don’t need to fear that tension—we can work with it. In fact, the best leaders, creators, and change-makers learn to hold it with clarity, strength, and compassion.
Where are you holding creative tension in your work right now? And how might you help others do the same?
Let me know what this brings up for you—I’d love to hear how you’re applying this in your own context.