Tension Inversion
If a team is navigating subtle or persistent friction, and they engage in an inversion exercise that exaggerates or distorts their current behaviour, then they tend to surface richer, more honest tensions that can guide inquiry and learning.
When teams sense that something is off, they often fall into problem-solving mode too quickly. This rush can surface superficial issues while deeper tensions remain unspoken. Tension Inversion slows the process by deliberately inviting exaggeration and inversion. By flipping the situation and asking what would make things worse, teams can safely reveal the unspoken contradictions, role conflicts, and unacknowledged patterns driving their experience.
How to use this pattern
Tension Inversion unfolds through the following moves:
Frame the Inversion Prompt
Pose a deliberately provocative question: "If we wanted to make this situation worse, what would we do?" Encourage humour, exaggeration, and honesty. Prompt from specific experiences or zones on the Coherence Map.
Generate the Anti-Patterns
In pairs or small groups, generate playful responses. Examples might include: "Always schedule meetings during the busiest times" or "Only ask users for feedback once it’s too late to change anything."
Flip and Name the Tension
Reflect on each anti-pattern. Ask: What is this showing us? What tension or contradiction is hidden inside it? Name it in plain language, such as:
"Speed versus inclusivity"
"Surface alignment versus lived contradiction"
"Urgency theatre versus thoughtful impact"
Place on the Coherence Map
Take the named tensions and map them to the zone where they feel most alive. Are they a source of chaotic buzz? A form of draining friction? Let the map hold them.
Affordances
The inversion prompt itself acts as a clear and engaging cue, lowering defensiveness and inviting honesty
Anti-patterns reveal deeper beliefs, fears, and dysfunctions that may not be accessible through direct questioning
If taken too literally, the exercise may be mistaken as sarcasm or critique rather than inquiry. Facilitation must hold the reflective tone.
Stances
Inquirer. This stance drives the initial questioning of the tension, asking "what is the real underlying discomfort here?" and then, crucially, "what would be the opposite of this discomfort or challenge?" This opens the space for abductive insight.
Challenger. This stance is fundamental to the inversion process, as it actively pushes against the initial, often negative, framing of the tension. It dares to ask, "what if this 'problem' is actually a hidden strength or a necessary dynamic?"
Synthesiser. This stance helps to connect the insights gained from exploring both the original tension and its inverse, looking for emergent patterns or a more coherent understanding that embraces the paradox rather than seeking to resolve it.
Noticer. This stance is vital for sensing the emotional and intellectual shifts that occur as the tension is inverted, paying attention to what feels surprising, uncomfortable, or suddenly clear in the new framing.
Facilitator. This stance guides the group through the often counter-intuitive process of inverting a tension, ensuring a safe space for exploring challenging ideas and encouraging divergent thinking without premature judgment.
Steward. This stance holds the larger purpose of using tension as a generative force, ensuring that the insights from inversion contribute to the community's ongoing inquiry and its capacity to thrive in complex situations.
Shaper. If the inverted tension reveals a compelling new direction or a valuable paradox, this stance helps in designing a small, targeted probe or experiment to test the implications of this new perspective in a practical way.
Craftsperson. This stance ensures that the process of tension inversion is conducted with intellectual rigour and care, fostering an environment where challenging ideas can be explored respectfully and genuinely.