The tension between services and management isn't the problem—it's the foundation. For over 15 years, Kevin Lewis has operated Permanent Supportive Housing properties, from front desk to executive leadership. In that time, he's learned one critical truth: the conflict between resident services and property management isn't dysfunction. It's the necessary tension that makes effective Supportive Housing operations possible. The Lotus Principle challenges the conventional wisdom that services and management need to "get on the same page." Instead, it reveals why their fundamentally different perspectives—individual advocacy versus community safety, flexibility versus consistency—are both essential to operational excellence. The Problem with Forced Harmony Most organizations try to eliminate the tension between departments. They create rigid policies. They force one perspective to dominate. They silence disagreement in the name of "team unity." But this approach destroys mission effectiveness and leads to poor outcomes for residents. When services is silenced, properties become rigid and lose their mission focus. When management is silenced, properties become chaotic and financially unsustainable. Neither perspective is complete without the other. A Better Way Forward This book introduces the Lotus Principle: just as the lotus flower only grows in muck, effective Supportive Housing operations only emerge from the productive tension between services and management. The tension isn't something to eliminate—it's something to harness. In this book, you'll discover: Why forcing harmony between departments destroys mission and effectiveness How to recognize the difference between productive tension and toxic conflict How to create a culture where disagreement leads to better decisions, not dysfunction The leadership practices that support collaboration without eliminating healthy conflict Why rigid policies can't solve the tension (and what to do instead) How residents benefit when both perspectives are honored in decision-making The business case for maintaining productive tension: better resident outcomes, lower crisis rates, reduced costs, improved staff retention, and sustainable operations How to protect your culture when external pressures (funders, regulators, community, leadership changes) push you to choose one perspective over the other Practical strategies for case conferences, documentation, and collaborative decision-making How to pass the culture to new staff members as your team changes Who This Book Is For Whether you're developing a new Supportive Housing property and want to build the right culture from the beginning, leading an existing operation struggling with department conflict, working as a services staff member frustrated with management, working as a management staff member frustrated with services, or a funder or board member trying to understand why this work is so complex—this book provides a framework for harnessing the tension between departments to create stable housing, transform lives, and fulfill your mission. About the Approach The Lotus Principle isn't a technique or a program. It's a way of seeing the work. It's a recognition that the tension between services and management is where excellence emerges. This book draws on real examples from 15+ years of Supportive Housing operations, showing what productive tension looks like in practice and how to cultivate it in your organization. The Result Organizations that embrace productive tension see better outcomes: residents stay housed longer, staff feel valued and supported, operations are financially sustainable, and the mission is fulfilled. The beauty emerges from the muck. The lotus grows in muck. Let it grow.
