Lots of authors are extolling the virtues of conflict these days, including Terry Paulson in an article in Associations Now (he’s also speaking at the ASAE & The Center Annual Meeting in Chicago).

He talks about managing tensions in leadership. I like it because it’s a principle I’ve believed in for a long time now. For me it came out of writing people were doing around lessons from “new science” like quantum physics (light is BOTH a particle and a wave). We as a culture like closure and answers, so we don’t spend enough time nurturing open questions and tension. So Paulson’s points talk about being tight and loose, using fear and hope, and taking the best from tradition and change. As much as I’m an advocate AGAINST status quo (in the association community in particular), I agree with his point:

Don’t shy away from the tension that this creates. Use it. Instead of silencing critics, seek them out as sounding boards for possible changes. Keep your change agents and your status-quo seekers talking to get the best out of both. Neither has a lock on truth.

Jamie Notter