Constructive Tension

In nature, complex systems often exist in a state of optimal balance. A planet, for example, orbits a star at just the right distance: move any faster and it spirals outward; any slower and it collapses inward. Business systems, too, operate best when they achieve balance. I call this constructive tension—the push and pull between teams that ensures decisions are weighed from multiple perspectives to optimize outcomes.

One of the clearest examples is the relationship between business teams (promise) and engineering teams (delivery). In high-performing organizations, promise teams push to maximize customer value, while delivery teams work to deliver that value with quality and reliability. Priorities, features, and timelines are negotiated in balance.

When balance breaks down, dysfunction follows. If the promise side dominates, the delivery team is forced to chase unrealistic deadlines and shifting requirements. If delivery dominates, an organization risks building technically impressive but unwanted products. Either imbalance leads to the same outcome—software delivered late, over budget, or off-target.

The irony is that the over-weighted team almost always blames others. Promise might say, “Engineering never delivers what we asked for”—ignoring their own changing requirements. Delivery might insist, “We need to re-architect working software”—not realizing the opportunity cost in their over-optimization. The more one side “wins,” the less successful the company becomes.

For senior leaders, the job is to watch these dynamics closely and recalibrate when balance falters. Constructive tension has recognizable traits:

• It engenders collaboration - since no team can dictate, teams see cooperation as the only path forward.

• It forces hard prioritization - because nobody gets everything, teams learn to ask only for what matters most.

• It raises performance - promise teams refine their asks with less churn, and delivery teams get sharper at managing risk and increasing velocity.

When these conditions hold, constructive tension becomes self-reinforcing. Teams feel the benefits and the company thrives. But balance is fragile; it can be disrupted by personnel changes, market shifts, or new stresses. Vigilance is required.

Tips and Techniques

• Create processes that give all teams a voice in decisions.

• Favor data over opinion when resolving disputes.

• Watch for individuals or teams who dominate meetings—volume does not equal correctness.

• Guard against teams that try to push work “over-the-line”, such as business teams handing off half-baked requirements and expecting engineering teams to fill in the gaps.

• Evaluate decisions from a global perspective: what’s best for the business long-term, not just for one team in the short term?