Working with tension
Where discomfort meets growth
Our societies have become more polarized — not as a passing trend, but as a structural shift in how we deal with differences. Polarization isn’t inherently bad. But if we don’t recognize it, we can’t respond to it. And if we do recognize it, we need to know how to work with it — intentionally and strategically.
Working with polarization means acting with precision
Dutch polarization expert Bart Brandsma offers a clear and powerful lens to understand how polarization builds, intensifies, and — if handled well — can be shifted. His insight? You don’t reduce polarization by convincing the extremes or dragging the middle into debate. You do it by deliberately positioning the silent middle — the large group that stays out of the fight, yet ultimately shapes its direction.
Brandsma shows us that polarization is not a battle over facts, but over framing — over language, position, and visibility. Once you understand that, you begin to see that connection doesn’t start with conversation — it starts with where you stand. Not soft. But strategic. Not neutral. But purposeful.
Not every dialogue creates connection
When things get tense, we tend to rush into dialogue. But as Brandsma makes clear, starting the conversation too early can actually deepen the divide. When the dynamics underneath remain unaddressed, nuance and connection don’t land — they get rejected. The real skill isn’t always in “starting the conversation.” It’s in knowing when to speak — and how to position yourself when you do.
A different kind of leadership is needed
Leading in a polarized space means refusing to pick sides — and instead holding space in between. It means not rushing to bridge differences, but first learning to fully understand them. It means recognizing discomfort not as something to fix, but as something to work with.
At Yolk, we help teams, organizations and networks do exactly that
We support them in recognizing polarizing dynamics, choosing their position with care, creating space for both difference and common ground, and developing forms of decision-making that are durable and inclusive. We draw on methods like Deep Democracy and others, always grounded in the actual dynamics, power relations, and lived realities of the people involved.
Polarization is not the end of connection. It’s the reality in which connection must prove itself. And those who learn to work with that tension build the kind of resilience, clarity, and trust that lasts.