from Tension to Transformation by Janet M. Harvey

Book review by Aruna Ganti Sanagavaram, PCC

Review :

In her book, From Tension to Transformation Janet M. Harvey invites readers to explore

Generative Wholeness: a way of being that sustains excellence, creativity, and vitality from the inside out. Janet is a vanguard thinker, speaker, author, and CEO of inviteCHANGE, a coaching and human development organisation.

Janet defines Generative Wholeness as the capacity to originate, create, learn, and produce outcomes that foster well-being for oneself and others. Using real-life case studies and personal anecdotes, she compiles decades of her work as a coach to introduce readers to the concept of generative wholeness.

How can leaders embrace their generative wholeness?

The central theme of the book is “ Tension in inevitable” and a leader must be comfortable with tension and sit with it rather than resisting it. Janet proposes that leaders can embrace Generative Wholeness through generative change—a process that enables individuals to tap into their creative essence, reclaim sovereignty, and make choices aligned with their authentic selves.

The Practice of Reflection: Building the Muscle of Awareness

In the book “From Tension to Transformation”, reflection is not a passive process—it is an active practice. Janet introduces the ACAAR model as a vehicle for generative change and emphasizes the practice of reflection.

ACAAR Model: Janet says that the vehicle to generative change is in fact a vehicle – A car or the ACAAR model , where R is the starting point and stands for results. ACAAR provides a way to deconstruct tension.

Results – Actions- Before Alignment- Clarity – Facilitates awareness

Janet suggests leaders to use this newfound awareness and clarity to tolerate the presence of tensions and use it for greater alignment, deliberate action and desirable results.

This resonates deeply with coaching philosophy. Just as coaches partner with clients to evoke awareness and choice, Janet reminds leaders that true excellence begins within. To be generative is to live from presence—to act from a grounded sense of authenticity rather than reaction or fear.

Reclaiming Sovereignty: The Inner Work of Leadership

One of the most powerful ideas in the book is sovereignty—the recognition that each person is responsible for their own experience. True accountability, Harvey asserts, is self-accountability; no one can hold us accountable but ourselves.

Reclaiming sovereignty requires deep inner work—examining biases, assumptions, and emotional habits that generate internal tension. Drawing on Dr. Timothy R. Clark’s concept of rewarded vulnerability, Janet  encourages cultivating intuition and vulnerability as tools for growth and as the basis of psychological safety. From her work with leaders and teams over the years, Janet lists seven dilemmas of tensions of leadership. These tensions, Janet argues, are not signs of dysfunction—they are signals of growth. Leadership, then, is not about eliminating tension but holding it skilfully until a generative solution emerges.

Deliberate Judgment: The Conscious Mindset Shift

In latter chapters, Janet discusses deliberate judgment—the capacity to make conscious, intentional choices rather than reacting from habit or bias. Drawing on Carol Dweck’s work on fixed versus growth mindsets, Janet underscores that mindset shift is an underdeveloped capacity in most people. Leaders who regularly question, “Is this still relevant now?” stay current with themselves and their context—an essential skill in a world of constant change.

The link she draws between deliberate judgment and authentic self is particularly insightful.

The two are mutually reinforcing: authentic self-awareness deepens our capacity for judgment, and deliberate judgment helps us stay aligned with authenticity. To live and lead from a place of generative wholeness, one must reconnect with the authentic self—the essence beyond personality or performance. Janet describes this process as an act of remembering—rediscovering one’s core values, guiding principles, and essence. When leaders cultivate this within, they naturally model it for their teams, creating spaces of trust, creativity, and belonging.

As a coach, I found this chapter especially moving. Authenticity has become a buzzword in leadership literature, but Janet treats it with reverence. She reminds us that being authentic requires vulnerability, reflection, and the courage to pause—to allow what’s true to surface. She notes that both coaches and leaders serve the same purpose: to help others reconnect with their authentic selves.

My Take as a Coach

From Tension to Transformation is not a quick read—it is a reflective guide. It asks us to slow down, sit with discomfort, and listen deeply to ourselves. For those willing to engage, it offers a roadmap for sustainable leadership and authentic living.

As a coach, I find Janet’s work both affirming and challenging. It reaffirms that transformation is an inner process, not a managerial one. It challenges me to hold space for tension with more wonder, to pause before reacting, and to model sovereignty for those I coach.

Ultimately, her message is simple and profound: Be the change you wish to create—and do so from a state of generative wholeness.