Introduction
Organizational tensions are the forces that drive change and conflict within an organization. Various factors, including power struggles, resource scarcity, and differing goals and values, can cause them. Tensions can lead to positive and negative outcomes, depending on how they are managed. Leaders need to uphold some management traits to keep proper relations with workers and ensure activities run smoothly. There are three principles for dealing with organizational tensions: holding tension at the top, embracing inconsistency, and developing an overarching identity.
Principles for Dealing with Organizational Tensions
Develop and Overarching Identity
Organizations need a clear and overarching identity to provide direction and focus. This identity should be reflected in the organization’s mission, values, and goals. It should be communicated clearly to all organization members, and everyone should be aligned with it. Developing and maintaining an unmistakable identity is crucial for any organization (Tushman et al., 2011). It allows everyone to be on the same page and work towards the same goals. Leaders need to ensure that their identity is reflected in everything the organization does. It should be communicated clearly to everyone, and there should be no ambiguity about what it is.
The identity should be something that all members of the organization can buy into and believe in. It should be something that motivates them to do their best work. If the identity is strong, it can help to overcome any internal tensions that may exist. Having a clear identity can also help attract and retain talent, as people are more likely to want to be a part of an organization with a strong sense of purpose (Tushman et al., 2011). HR professionals can support this by creating and communicating the organization’s mission, values, and goals (Lv et al., 2022). They can also help to align employees with the organization’s identity.
Hold Tension at the Top
Tension is inevitable in any organization, but it should be managed at the top. Leaders need to be aware of the different tensions that exist within the organization and be able to resolve them. Tensions can arise from many sources, both within and outside the organization. Examples of internal sources of tension include different departmental goals, conflicting strategies, and resource allocation issues. External sources of tension can include competition from other organizations, government regulations, and economic conditions. Leaders need to be aware of the different sources of tension and be able to resolve them (Tushman et al., 2011). They should clearly understand the organization’s goals and be able to align different departmental goals with those goals. They should also be able to develop strategies for resolving conflicts and managing resources. HR professionals can contribute by identifying the different sources of tension and developing strategies for resolving conflicts (Lv et al., 2022). They can further educate leaders on how to manage tension effectively.
Embrace Inconsistency
Inconsistency is a natural part of any organization, and leaders should embrace it. They should be flexible and adaptable to change and encourage others to do the same. Inconsistency is a natural part of any organization due to the many different factors that can influence it (Tushman et al., 2011). Examples of these factors include changes in the market, technology, the economy, and the political environment. Leaders should be aware of these factors and be prepared for them (Tourish, 2018). They should be flexible and adaptable to change and encourage others to do the same. HR professionals can support this by creating a culture of flexibility and adaptability. Moreover, they can guide leaders on the importance of being prepared for change.
Conclusion
In conclusion, leaders need to manage organizational tensions effectively. They should develop an organization’s clear and overarching identity, hold tension at the top, and embrace inconsistency. HR professionals can support this by creating and communicating the organization’s mission, values, and goals. They can also help to align employees with the organization’s identity and develop strategies for resolving conflicts.
Reference List
Lv, H. et al. (2022) ‘How can managers, acting as brokers, be ambidextrous? The effect of trust brokerage on managers’ ambidexterity‘, Asian Business & Management [Preprint]. Web.
Tourish, D. (2018) ‘Is Complexity Leadership Theory Complex Enough? A critical appraisal, some modifications, and suggestions for further research‘, Organization Studies, 40(2), pp. 219–238. Web.
Tushman, M. L., Smith, W. K., & Binns, A. (2011) ‘The ambidextrous CEO’. Harvard Business Review, 89(6), 74-80.