Some of you may know the phrase “the map is not the territory.” It was coined by Alfred Korzybski and later popularized by Timothy Leary. The idea is simple: A map isn’t the place — it’s just a representation of it. A tool to help us think about what’s real.

The aphorisms and heuristics I use in these columns are similar. They’re not reality themselves — they’re frameworks. Mental models to help make sense of what we’re dealing with in business and beyond.

You might recall I’ve written before about friction and inertia in the context of company dynamics.

Here’s a quick recap:

• Friction is what slows your processes down. It’s where things grind, stall or just never get done because of inefficiencies.
• Inertia is your company’s default direction. It resists change — whether that’s a slowdown, a shift in focus, or a full redirection. To change it, you have to apply enough force to overcome that momentum.

Now that we’ve got those in mind, let’s talk about a third force: dynamic tension.

Broadly speaking, most people in an organization fall into one of three groups:

• The ones who make the money — that’s your sales team.
• The ones who spend the money — ownership or senior leadership.
• The ones who save the money — finance, ops, controllers, accounts payable and receivable.

And, in classic business-consultant fashion, this forms a triangle. You already know a few others: the Project Management Triangle, the Good/Fast/Cheap triangle. Here’s one more for your mental filing cabinet.

Now, let’s be clear: some tension between these groups is not only normal, it’s valuable. Sure, too much and you’re in toxic workplace territory. But the right amount? That’s where better decisions start to emerge.

Each group has its own priorities. Ideally, each also has some understanding of the others’ roles. That’s how they find common ground. Tension doesn’t mean conflict — it can mean negotiation, perspective, balance.

There are endless ways these relationships play out, but let’s look at one.

Speaking as a sales guy: we always want to spend money — ours, our vendors’, whoever’s — if it helps grow revenue. That’s a valid goal. But it still needs buy-in from the spenders and savers. Because growth spending with no return? That’s not a plan — it’s just burning cash.

To move the needle, you need alignment. The earners, spenders, and savers have to agree on marketing plans that are task-focused, goal-oriented and accountable. That healthy tension between roles leads to more refined, realistic strategies. And most importantly — plans that actually get executed.

Because no one — not even sales — should be handed a blank check.