This article applies the lens of controversies to explore tensions in the ­interactions among different actors engaged in employee-driven innovation (EDI) in the Danish public healthcare. Semi-structured interviews were conducted with innovation executives and consultants, non-clinical professionals with managerial responsibilities, and clinical professionals. In addition, observation and document analysis were conducted for triangulation purposes. The findings suggest that controversies are process-sensitive, dynamic forces that could become either destructive or constructive, with the potential to re-shape EDI. When mitigation is possible, new insights are generated; when mitigation is not achievable, the more destructive side of controversies emerges, calling for external interventions. This article contributes to the growing study of the human side of innovation and to the call for research on tensions in innovation processes. Leaders of public healthcare organizations could apply the insights to improve EDI strategies, nurture a sense of belonging in the workplace, and reduce opposition to change.