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0 Polarity Thinking Essentials
PRESENTED TO:
LEADERSH IP DEVELOPMENT CENTRE | ARA KA IARAHI TANGA
NOVEMBER 2013
PRESENTED BY :
RUSS GASK IN
Polarity Thinking Essentials
Based on work by Barry Johnson and Polarity Partnerships, LLC
1 Polarity Thinking Essentials
Polarities
“The nature of paradox, turning things on
their head, flipping ideas upside-down—
and knowing how to reconcile and ride the
tension of opposites—is at the heart of
leadership and indeed life.”
Sir Paul Callaghan
2 Polarity Thinking Essentials
Introductions
Name
Role
What you do there (spicy and brief!)
One value that’s important to you in your work
3 Polarity Thinking Essentials
Help you see and productively frame “polarity
tensions” at work
• Identify polarity tensions at play
• Frame a conversations from a polarity perspective to turn conflict into collaborative understanding
• Map the polarity tension to create the both-and perspective for better
solutioning
• Distinguish between problems to solve and polarities to leverage
Purpose
4 Polarity Thinking Essentials
Get Oxygen
Too Much
Carbon Dioxide
Release Carbon Dioxide
Not Enough
Oxygen
Die
Thrive
The Dynamic
Inhale Exhale and Live
5 Polarity Thinking Essentials
Let’s try one
The Tension
We work within Political Realities
AND need to deliver Real-world Results
6 Polarity Thinking Essentials
Flow
Introduction to Polarity Thinking
• Distinction
• Definition
• Dynamic
The 5-Step Polarity Approach
S Seeing
M Mapping
A Assessing
L Learning
L Leveraging
7 Polarity Thinking Essentials
Theory & Application
Confidence & Competence
Trust your experience & Trust my process
Take risks & Support one another
Active & Reflective
Be adaptive & Be efficient
Some polarities we are in now
8 Polarity Thinking Essentials
1. Definition
– what they are
2. Dynamic
– how they work
3. Distinction
– why leveraging polarities with
“both/and” thinking is a critical
supplement to problem solving with
“either/or” thinking
The Polarity 3 D’s
9 Polarity Thinking Essentials
Polarities are…
Interdependent value pairs that need
each other over time.
They are energy systems that have a
predictable and leverage-able dynamic,
but are inherently unsolvable.
The Definition
10 Polarity Thinking Essentials
Each polarity is an energy system
oscillating around both poles in the
shape of an infinity loop.
The energy has a predictable flow.
Individuals and the system leverage
these energy systems more or less
efficiently.
The Dynamic
11 Polarity Thinking Essentials
Debrief
Dynamic—predictable flow
Problem-solution view is accurate but
incomplete
We want to “correct” the other perspective
12 Polarity Thinking Essentials
The Distinction: Problems & Polarities
Problems to Solve
They are not ongoing, like 4+4 = 8. You can decide
and move on – there is an
end point.
They are solvable by making
a choice among
alternatives.
They have to do with
positions, actions and
solutions
Polarities to Leverage
Like inhaling and exhaling –
polarity energy is ongoing in the
system – there is no end point as
long as the system is functioning.
Like inhale and exhale, you
cannot solve polarities by making
a choice.
They have to do with underlying
values.
13 Polarity Thinking Essentials
versus AND
14 Polarity Thinking Essentials
Activity: Identifying Polarity Tensions
RULES:
Both pole names need to be neutral or positive
The poles have to have a direct (interdependent) relationship to each other, like Inhale and Exhale; or Activity and Rest
Identify some key polarity tensions you experience most often in your life and work
15 Polarity Thinking Essentials
Ambiguous Clear and
16 Polarity Thinking Essentials
Flexible Clear and
17 Polarity Thinking Essentials
Supportive Bossy and
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Supportive Directive and
19 Polarity Thinking Essentials
Activity: Rename the Polarities
1. Rigid & Flexible (Ex: Structured & Flexible)
2. Greed & Giving
3. Anarchy & Order
4. Long-term & Short-sighted
5. Overcontrol & Deregulation
6. Brashness & Diplomacy
7. High risk & Stable
8. Bureaucracy & Autonomy
20 Polarity Thinking Essentials
LANGUAGE CAN MAKE A DIFFERENCE IN HOW THE TENSION IS TREATED…
With Polarities We Use “AND” not VS…
POLARITY THINKING “AND” LANGUAGE:
Theory AND Application
Action AND Reflection
Humility AND Confidence
Continuity AND Change Task Focus AND Relationship Focus
Trust “gut” AND Utilize Data/Analysis
Decentralization AND Centralization
Internal Focus AND External Focus
Directive AND Participative
SOLVING PROBLEM “OR/VS” LANGUAGE:
Theory VS Application
Action VS Reflection
Humility VS Confidence
Continuity VS Change Task Focus VS Relationship Focus
Trust “gut” VS Utilize Data/Analysis
Decentralization VS Centralization Internal Focus VS External Focus
Directive VS Participative
Polarity thinking uses
AND as a conjunction
for the two poles
Problem solving
often uses “OR” and “VS”
21 Polarity Thinking Essentials
The 5-Step process to leverage polarities integrates the Polarity Map™
and the Polarity Approach for Continuity and Transformation (PACT™)
The 5-Step Process
Seeing
Mapping
Assessing
Leveraging
Learning
S
M
A
L
L
Engage Key
Stakeholder
s
22 Polarity Thinking Essentials
All polarities contain two points of view,
both of which are absolutely true
AND they are a part of a pair of truths
that need each other over time.
Seeing Polarities
23 Polarity Thinking Essentials http://atlindas.com/wp-content/uploads/2007/10/spinninggirl.gif
Can you supplement your initial view with an alternate view?
Leveraging Polarities is about supplementing one point of view with its interdependent pair.
Which way is she turning?
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ANSWER CORRECTLY:
What is this a picture of?
Visual Illustration of Figure/Ground Polarity
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Goblet
White in the Foreground, Black Background
Two Faces
Black Foreground, White is Background
What’s “right” depends on the foreground or background.
BOTH a Goblet AND Two Faces is closer to a true answer.
Visual Illustration of Figure/Ground Polarity
26 Polarity Thinking Essentials
Healthy Life
Unhealthy Life
and
Bored
Loss of Energy
Tense
Overwhelmed
Stimulated
Challenged
Rest Activity
Relaxed
Rejuvenated
27 Polarity Thinking Essentials
Negative
Results of
Over-focusing
on Left Pole to
the Neglect
of Right Pole
Neutral or
Positive
Name of
Left Pole
Positive
Results of
Focusing on
the Left Pole
Mapping Guide
Negative
Results of
Over-focusing
on Right Pole
to the
Neglect of
Left Pole
Neutral or
Positive
Name of
Right Pole
Positive
Results of
Focusing on
the Right
Pole
GPS = Greater Purpose Statement Why? Result of both upside quadrants
Deeper Fear Result of both downside
quadrants
*
* Thanks to John Scherer, Center for Work and the Human Spirit
and
1.
2.
3.
1.
2.
3.
1.
2.
3.
1.
2.
3.
28 Polarity Thinking Essentials
Greater Purpose
Deeper Fear
Upside Benefits of
Left Pole
Downside Results
of an Over focus on Left Pole to the Neglect
of the Right Pole
Upside Benefits of
Right Pole
Downside Results
of an Over focus on
Right Pole to the Neglect
of the Left Pole
Neutral or Positive
Pole Name
Neutral or Positive
Pole Name and
29 Polarity Thinking Essentials
Look behind gap statements “We need to be more like X.”
“If only we had more X and less Y.”
“There’s way too much focus on [this] and we’re not addressing [that] at all.”
Look for frustration with the way things are “So-and-so just doesn’t understand our concerns.”
“We just can’t keep doing it this way.”
“Things have got to change.”
“I don’t understand why those people keep harping on that.” “We keep talking
about this but nothing really changes.”
Look for two key stereotypes Activists who are pressing for change, and skeptics of the change who seem
unwilling to let go of the past.
Where to find
30 Polarity Thinking Essentials
Where to find
Look behind resistance What are people saying as they resist a new initiative, policy or program? What
are they concerned about losing? What do they value about the way things
are now?
Look behind difficulties and dreams What is the difficult, chronic problem? What are the most exciting possibilities?
What are some people strongly advocating and others strongly resisting? What
are the dreams (or even the fantasies) that people have about how things
could be?
Look for “Pairing” Two people are having an argument on behalf of the larger
group/organization.
31 Polarity Thinking Essentials
Exercise: Match Statement & Polarity
1. “I am always going, going and don’t get
downtime.”
2. “We need more accountability around here.”
3. “I have good intentions but seem to upset
other people.”
4. “We have no plan and just keep moving too
fast.”
5. “Too few people make the decisions around
here.”
6. “I seem to always sacrifice my long-term
goals.”
7. “I seem to sacrifice my own needs for what
others want.”
8. “I spend a lot of thinking and I don’t get
enough done.”
Short-term & Long-term
Thinking & Doing
Directive & Consultative
Planning & Execution
Activity & Rest
What I want & What we need
Freedom & Accountability
Intent & Impact
32 Polarity Thinking Essentials
Polarity Map
DRAW THIS
33 Polarity Thinking Essentials
12 Leadership
Polarities from Polarity Partnerships
I believe that the
central leadership
attribute is the ability to
manage polarity.
-- Peter Koestenbaum
Conditional
Respect AND
Unconditional
Respect
Task AND Relationship
Candor AND Diplomacy
Responsibility AND Freedom
Confidence AND Humility
Analysis AND Encouragement
Control AND Empowerment
Focused AND Expansive
Structure AND Flexibility
Logic AND Creativity
Individual AND Work Group
Planning AND Implementation
34 Polarity Thinking Essentials
Identify which pole was the easiest of your choices from the 12 forced choices you made.
Write the pole name of that was easiest to choose in in the left pole of your blank map and write its pole partner in the right pole.
• For example, if your easiest choice was “Expansive” in the polarity,
“Focused AND Expansive,” then put “Expansive” in the left pole and
“Focused” in the right pole of your blank map.
Seeing
35 Polarity Thinking Essentials
12 Leadership
Polarities from Polarity Partnerships
I believe that the
central leadership
attribute is the ability to
manage polarity.
-- Peter Koestenbaum
Conditional
Respect AND
Unconditional
Respect
Task AND Relationship
Candor AND Diplomacy
Responsibility AND Freedom
Confidence AND Humility
Analysis AND Encouragement
Control AND Empowerment
Focused AND Expansive
Structure AND Flexibility
Logic AND Creativity
Individual AND Work Group
Planning AND Implementation
✔
36 Polarity Thinking Essentials
Values = positive results of focus on the left pole
Values = positive results of focus on the right pole
Fears = negative results of over-focus on the left pole to the neglect of the right pole
Fears = negative results of over-focus on the right pole to the neglect of the left pole
*
**
Focused Expansive and
Polarity Map™ © 1992, 2008 Polarity PartnershipsAssociates, LLC / * Thanks to John Scherer, The Scherer Leadership Center / ** Thanks to De Wit & Meyer BV / *** Thanks to Todd Johnson, Rivertown Consultants
Polarity Map Action Steps How will we gain or maintain the positive results from focusing on this left pole? What? Who? By When? Measures?
Action Steps How will we gain or maintain the positive results from focusing on this right pole? What? Who? By When? Measures?
Early Warnings***
Measurable indicators (things you can count) that will let you know that you are getting into the downside of this left pole.
Early Warnings
Measurable indicators (things you can count) that will let you know that you are getting into the downside of this right pole.
37 Polarity Thinking Essentials
Process for Leveraging
Polarity Energy Systems
Mapping
Seeing
1.
2.
3.
1.
2.
3.
1.
2.
3.
1.
2.
3.
38 Polarity Thinking Essentials
Deliverables From the Mapping Step of the Process:
Greater Purpose Statement That Describes What Can Be
Achieved from A Virtuous Circle of Leveraging Both Poles
of the Polarity You Selected
Deeper Fear Describing the Combined Costs from Vicious
Circles of Poorly Leveraging Your Strategic Polarities
Positive Results of Focusing on Each Pole
Negative Consequences of Over-Focusing on Each Pole to
the Neglect of Its Pole Partner
Mapping
39 Polarity Thinking Essentials
Focused specifically on this leadership situation:
• Fill out all four quadrants in your map
• Pay attention to content guidelines within the quadrants
• Put 2 to 3 items in each quadrant (put the same number
of items in all four quadrants)
• Diagonals are resources as exact opposites
• If you have extra time, pay attention to matching the
horizontal parallels – that helps make the next step of
Assessing easier
Mapping
40 Polarity Thinking Essentials
5 Minutes…
End
41 Polarity Thinking Essentials
Step 2—5 minutes each
Share the contents of your Map with a partner
42 Polarity Thinking Essentials
5 Minutes…
End
43 Polarity Thinking Essentials
5 Minutes…
End
44 Polarity Thinking Essentials
Effective Leader
Ineffective Leader
Values = positive results of focus on the left pole
Values = positive results of focus on the right pole
Fears = negative results of over-focus on the left pole to the neglect of the right pole
Fears = negative results of over-focus on the right pole to the neglect of the left pole
*
**
and
Polarity Map™ © 1992, 2008 Polarity PartnershipsAssociates, LLC / * Thanks to John Scherer, The Scherer Leadership Center / ** Thanks to De Wit & Meyer BV / *** Thanks to Todd Johnson, Rivertown Consultants
Mapping Action Steps How will we gain or maintain the positive results from focusing on this left pole? What? Who? By When? Measures?
Action Steps How will we gain or maintain the positive results from focusing on this right pole? What? Who? By When? Measures?
Early Warnings***
Measurable indicators (things you can count) that will let you know that you are getting into the downside of this left pole.
Early Warnings
Measurable indicators (things you can count) that will let you know that you are getting into the downside of this right pole.
Expansive Focused
Clear directions provided
Others know where I stand
Others know what I expect
Flexibility is provided for implementing directions.
I listen to where others stand.
Learn what is expected from others
Rigidity
“My way or the highway!”
Lack of care/concern about others
Ambiguity “What do you want?”
“What do you believe in?”
Who’s in charge?
58 Polarity Thinking Essentials
Leveraging – Action Steps
Action Steps
Seeing
Mapping
Assessing
Leveraging
Learning
59 Polarity Thinking Essentials
Leveraging - Early Warning
Early warnings can be sounded in a number of familiar ways:
People complaining (particularly those who favor the alternative pole)
Project milestones being missed
Work in Process Quality numbers decreasing
Increasingly fewer people contributing or advocating for their ideas during
meetings
Assignments getting turned in increasingly close to the due dates
Early Warning Criteria
How will you know early that you are getting into the downside of each pole?
Must be measurable – something you can count. Begin with, “Increase in” or
“Decrease in”
Leveraging – Early Warnings
60 Polarity Thinking Essentials
What one action step for each pole of your Strategic Polarity will you
implement in the next 30 days to support your better leveraging it in the future?
• What specifically will you do?
• Whose support will increase your odds of success? What will you
need from this resource?
• What might, despite your best intentions, trip you up and how can
you guard against that happening
Action Step Criteria
• What are you doing or will you do to get the upside of each pole?
• Can be doing them now or start doing them
• Have to be “Actionable” – Be willing to put a date by it
• High Leverage Action Step = Can apply to both upsides
Leveraging – Action Steps
61 Polarity Thinking Essentials
Effective Leader
Ineffective Leader
Values = positive results of focus on the left pole
Values = positive results of focus on the right pole
Fears = negative results of over-focus on the left pole to the neglect of the right pole
Fears = negative results of over-focus on the right pole to the neglect of the left pole
*
**
and
Polarity Map™ © 1992, 2008 Polarity PartnershipsAssociates, LLC / * Thanks to John Scherer, The Scherer Leadership Center / ** Thanks to De Wit & Meyer BV / *** Thanks to Todd Johnson, Rivertown Consultants
Leveraging – Action Steps Action Steps How will we gain or maintain the positive results from focusing on this left pole? What? Who? By When? Measures?
Action Steps How will we gain or maintain the positive results from focusing on this right pole? What? Who? By When? Measures?
Early Warnings***
Measurable indicators (things you can count) that will let you know that you are getting into the downside of this left pole.
Early Warnings
Measurable indicators (things you can count) that will let you know that you are getting into the downside of this right pole.
Expansive Focused
Clear directions provided
Others know where I stand
Others know what I expect
Flexibility is provided for implementing directions.
I listen to where others stand.
Learn what is expected from others
Rigidity
“My way or the highway!”
Lack of care/concern about others
Ambiguity “What do you want?”
“What do you believe in?”
Who’s in charge?
A.Provide clear, overall direction for projects.
B.Take stands on important issues.
C.Define and recognized good work and address work not up to standard.
A.Encourage people to be creative in implementing projects.
B.Develop active listening and dialogue skills.
C.Use mistakes as learning opportunities.
62 Polarity Thinking Essentials
Effective Leader
Ineffective Leader
Values = positive results of focus on the left pole
Values = positive results of focus on the right pole
Fears = negative results of over-focus on the left pole to the neglect of the right pole
Fears = negative results of over-focus on the right pole to the neglect of the left pole
*
**
and
Polarity Map™ © 1992, 2008 Polarity PartnershipsAssociates, LLC / * Thanks to John Scherer, The Scherer Leadership Center / ** Thanks to De Wit & Meyer BV / *** Thanks to Todd Johnson, Rivertown Consultants
Leveraging – Early Warnings Action Steps How will we gain or maintain the positive results from focusing on this left pole? What? Who? By When? Measures?
Action Steps How will we gain or maintain the positive results from focusing on this right pole? What? Who? By When? Measures?
Early Warnings***
Measurable indicators (things you can count) that will let you know that you are getting into the downside of this left pole.
Early Warnings
Measurable indicators (things you can count) that will let you know that you are getting into the downside of this right pole.
Expansive Focused
Flexibility is provided for implementing directions.
I listen to where others stand.
I Learn what is expected from others
A.Encourage people to be creative in implementing projects.
B.Develop active listening and dialogue skills.
C.Use mistakes as learning opportunities.
Rigidity
“My way or the highway!”
Lack of care/concern about others
Ambiguity “What do you want?”
“What do you believe in?”
Who’s in charge?
A. Increase in % of time I am talking in meetings.
B. Loss of ideas, approaches, and perspectives from others
C. Low staff morale due to feeling bowled over
A. Increase in questions about direction or outcomes desired.
B. Increase in questions about what I think when issues are discussed.
C. Low staff morale du to feeling of chaos
A.Provide clear, overall direction for projects.
B.Take stands on important issues.
C.Define and recognize good work and address work not up to standard.
Clear directions provided
Others know where I stand
Others know what I expect
63 Polarity Thinking Essentials
1
Continuity Transformation and
This material is based on work by Barry Johnson and Polarity Partnerships LLC – www.polaritypartnerships.com
Leader Team
Organization
64 Polarity Thinking Essentials
11 Important
Organizational
Polarities from Polarity Partnerships
Decentralized Initiatives AND
Centralized Coordination
Recognize the Individual AND Recognize the Team
Reduce Cost AND Improve Quality
Competing with Others AND Collaborating with Others
Continuity AND Transformation
Celebrate our Differences AND Celebrate our Commonalities
Care for My Part of the
Organization AND
Care for the Whole
Organization
Show Respect for Every
Person AND
Show Respect Based on
Performance
Getting the Job Done
(Task) AND Building Relationships
Taking Care of the
Organization AND Taking Care of the Customer
Work AND Home
74 Polarity Thinking Essentials
Polarity Stereotyping
We tend to make other
individuals or groups “containers”
for the values we disfavor.
…and we positively stereotype our own
values as if they have no downsides.
Example: Structured & Flexible
75 Polarity Thinking Essentials 75 75
individual & collective | interior & exterior | individual behavior & personal meaning | systems and processes & culture and shared values | rational & intuitive | logical & metaphorical | sequential & synthesizing | details & big picture | plan & improvise | verbal & visual/kinesthetic | analyze & imagine | objective & subjective | parts & wholes | observe & imagine | facts & inspiration | prove/verify & envision | reduce & expand | preparation & incubation | pattern perception & spacial perception | sort/separate & infuse/blend | discern & generate | divergent & convergent | facts & story | levels/stages & dimensions | successive & simultaneous | strategies & possibilities | segmented & contextual | independent & interdependent | distinctions & interrelations | evaluation & imagination | categorize & assimilate | finite & infinite | projection & introjection | manage & lead | lead & follow | stability & change | focus on productivity & focus on relationships | advocacy & inquiry | talking & listening | reality & vision | head & heart | making a life & making a living | absolute truth & relative truth| reason & faith | contextual & normative | did/past/present & present/future/do | enlightenment, consciousness, (manifestation) & illusion, pre or unconscious (incubation) | known & unknown | evolutionary & revolutionary | incremental & breakthrough | deliberate & emergent | vertical (efficiency/hierarchy/functional) & horizontal (speed/flat/matrix) | short-term/here-and-now & long-term/future | hold responsible & give freedom | analytical & theoretical | accuracy & completeness | breadth & depth | reactive & proactive | objective & subjective | quantitative & qualitative | tangible & intangible | deductive & inductive | competence & respect | focus on self & focus on other | intent & impact | intellect & affect | learning from books & learning from experience | above the neck learning & below the neck learning | competition & cooperation | materialization & intention | order & emergence | direction & participation | choice & compliance | mandatory & discretionary | implement & plan | action & reflection | output & input | task & relationship | content & context | situational & uniform | consistency & versatility | durability & pliability | results & process | swiftness & mindfulness | efficiency & effectiveness | work & home | standardization & innovation | consistency & agility | structured/clear /focused & flexible/open/expansive | accountability & support | accountability & freedom | candor & diplomacy | intent & impact | commitment & possibilities | left-brain & right brain | decentralized & centralized | autonomous & integrated | detachment & attachment | custom information & common information | will & humility | debate & unity | consistent & adaptable | control & empowerment | negotiation & ventilation | caution & risk | self & other | individual & collective | part & whole | care for self & care for others | true to self & loyal to others | superstars & teamwork | internal stakeholders & external stakeholders | being the best & doing the best | doing things right & doing the right things | forgiveness & apology | self service & community service | differentiation & integration | independence & interdependence | teach & learn | speak & listen | push & pull | risk & safety | participate & observe | opaque & transparent | fairness & equality | exclusion & inclusion | independence & interdependence | individual effort & group effort | culture & multi-culture | homogeneity & diversity | specialist & generalist | functional & beautiful | logic & creativity | customer service & service to organization | anticipate customer needs & respond to customer feedback | manage costs & equip people | seriousness & playfulness | direction & participation | advocacy & inquiry | discipline & encouragement | efficient & effective | market driven & product driven | control costs & improve quality | faster & better | maintenance & emergence | expectations & discovery | reserved & enthusiastic | preserve & grow | converge & diverge | seriousness & humor/fun | image & substance | cutting edge & continuous improvement | method & meaning | discretion & openness | realistic & optimistic | sagely wisdom & child-like inquiry | complexity & simplicity | uniqueness & connectedness | awareness & skills application | understand/appreciate self & understand/appreciate others | inquiring/learning & sharing/teaching | care for self & opening self | candor & diplomacy | conditional respect & unconditional respect | space for self & space for others | recruitment & retention | individual identity & organization assimilation | policies/systems & practices/behaviors | organizational goals & individual goals | develop talent & utilize talent | diversity & meritocracy | honest organization self-assessment & awards/rewards | extroversion & introversion | sensing & intuition | thinking & feeling | judging & perceiving | execute & plan
With So Many Polarities…
how do you know which ones to focus on?
87 Polarity Thinking Essentials
11 Important Organizational Polarities
From Polarity Partnerships
Centralized coordination & Decentralized initiatives
Recognize the individual & Recognize the team
Reduce cost & Improve quality
Competing with others & Collaborating with others
Stability & Change
Celebrating our differences & Celebrating our commonalities
Care for my part of the organization & Care for the whole organization
Showing respect for every person & Showing respect based on performance
Getting the job done & Building relationships
Taking care of the organization & Taking care of the customer
Work & Home
88 Polarity Thinking Essentials
Reflection
What’s ONE Polarity that are you
seeing in your organization?
How might you start to reframe the
conflict using a polarity frame?
89 Polarity Thinking Essentials
11 Important Organizational Polarities
From Polarity Partnerships
Centralized coordination & Decentralized initiatives
Recognize the individual & Recognize the team
Reduce cost & Improve quality
Competing with others & Collaborating with others
Stability & Change
Celebrating our differences & Celebrating our commonalities
Care for my part of the organization & Care for the whole organization
Showing respect for every person & Showing respect based on performance
Getting the job done & Building relationships
Taking care of the organization & Taking care of the customer
Work & Home
91 Polarity Thinking Essentials
8 Polarities in “The Fundamental State of Leadership” From Building The Bridge As You Walk On It by Robert E. Quinn
Spontaneous; Expressive AND Self-disciplined; Responsible
Compassionate; Concerned AND Assertive; Bold
Mindful; Reflective AND Active; Energetic
Principled; Integrated AND Engaged; Involved
Realistic; Questioning AND Optimistic; Constructive
Grounded; Factual AND Visionary; Hopeful
Confident; Secure AND Adaptive; Flexible
Independent; Strong AND Humble; Open
12 Leadership Polarities From Polarity Partnerships
Conditional Respect AND Unconditional Respect
Task AND Relationship
Candor AND Diplomacy
Responsibility AND Freedom
Confidence AND Humility
Analysis AND Encouragement
Control AND Empowerment
Grounded AND Visionary
Structure AND Flexibility
Logic AND Creativity
Individual AND Work Group
Planning AND Implementation
10 Polarities in “Level 5 Leadership” From Good To Great by Jim Collins
Self AND Organization
Willfulness AND Humility
Debate AND Unity
Candor AND Diplomacy
Reality AND Faith
Deep Understanding AND Simplicity
Discipline AND Entrepreneurship
Technology Fads AND Pioneering
Evolutionary AND Revolutionary
Preserve Core AND Stimulate Change
“I believe that the central leadership attribute is the ability to manage polarity.” Peter Koestenbaum
8 Leadership Polarities
From Lost in Transition by Richard Elsner and Bridget Farrands
To shake things up AND To preserve
To be open to events AND To be intentional about results
To develop bonds AND To keep distance
To seek help to learn about the org. AND To give value by showing how to succeed or avoid failure
To impose AND To facilitate
To go fast to perform AND To go slow to prepare
To clean out AND To develop
To support the team AND To serve the hierarchy and/or the wider organization
92 Polarity Thinking Essentials
Identifying the Greater Purpose Statement (GPS)*
Why leverage this Polarity well?
And, what will keep us oriented together?
Why invest the time and energy into an intentional effort to leverage a polarity well? This is an important question.
One answer is, “To get the upsides of both poles.” We think that is a good answer. Yet it is worth pushing the issue one step further: What is the benefit of getting the upsides of both poles? We are looking for something that is valued by both those who prefer the left pole and those who prefer the right pole – a Greater Purpose both sides can agree to.
What will keep us oriented together in tough times? The Greater Purpose Statement, like a Global Positioning System helps us locate where we are and where we are heading.
For example, in the polarity of Stability and Change, the Greater Purpose Statement might be to
“Gain Competitive Advantage” by both respecting Core Values and seeking New Energy and Direction. It can help people who favor different poles to have an agreed upon higher purpose
that makes it worth the effort to capitalize on their differences. The “Greater Purpose Statement” goes on the rectangle at the top of the polarity map.
Identifying the Deeper Fear
Another answer to the question, “Why leverage this polarity well?” is, “To avoid the downsides of both poles.” We agree. Yet we can also pursue this one step further. What is a deeper fear to avoid under both downsides? This is the negative opposite of the “Greater Purpose Statement.” For example, the negative opposite of the GPS, “Competitive Advantage” could be “Can’t Compete” or “Go Out of Business.” This is the deeper consequence from either downside of the Stability and Change polarity. The “Deeper Fear” goes in the rectangle at the bottom of the polarity map.
*Thanks to John Scherer, Center for Work and the Human Spirit, for helping create and name this dimension of the Polarity™ Map.
93 Polarity Thinking Essentials
How Can I Intoduce Polarity Thinking To Others?
Start With Yourself When you believe you have a polarity to leverage:
1. Think and talk in terms of “both one side and the other.” 2. Concentrate on getting both upsides. 3. Seek first to understand the values and fears of your opposition then to have your own values understood. 4. Ask how both sets of values can be utilized. 5. Look for a unifying higher purpose.
Developing Your Skills
When you think an issue might involve a key polarity to leverage, make a quick map with a few words in each quadrant and see how that informs what you do next. Seeing the whole picture can increase
your effectiveness in a situation even if the others are not aware of the map. The more you practice, the easier it will be to distinguish problems from polarities, to map them, and to create action steps.
Teaching Others Look for a “teachable moment.” These are the times when people are:
1. In a conflict in which both seem to have a very valid point of view. Listen for the content in terms of the four quadrants. Take notes and summarize what you have heard by putting it on a simple map on a flip chart. 2. Pay attention to times when people have identified a “problem” and an obvious “solution” but are getting resistance to their “solution.” These are good times to look for the wisdom of those resisting. It can be on a simple map allowing sides to see their point of view (values + fears) having a legitimate place. Help them identify a higher purpose.
94 Polarity Thinking Essentials
SUMMARY and REVIEW:
Some Terminology and Descriptions
Thinking Distinctions:
Either/or Solving Problems - Involves addressing tensions between one or more solutions, the solutions of which are independent.
Both/and Leveraging Polarity/ies– Involves addressing tensions between unsolvable Interdependent pairs that need each other to function over time.
Poles – The neutral or positive labels given to each of the two interdependent pair elements that constitute a “polarity.” The key to the “Seeing” step in the process recognizes interdependency between the poles
EXAMPE: Activity is one pole of the polarity of Activity and Rest, which need each other over time for good health.
Polarity – An interdependent pair of elements that contain two equally necessary and valuable poles.
Infinity Loop – The graphic representation that depicts the dynamic and predictable flow of energy between the two poles of a polarity
Polarity Energy System – The unsolvable, unavoidable, indestructible and unstoppable phenomenon that is free can be intentionally leveraged.
. AND
AND
95 Polarity Thinking Essentials
SUMMARY and REVIEW:
Some Terminology and Descriptions
Synergy Arrows
– Graphical representation of the potential for upward or downward
spiraling energy of polarities.
Greater Purpose Statement “GPS” (The stakeholders “Global Positioning
System”) -- What will keep us oriented together to our “true north” in tough times?
What is the benefit of getting the upsides of both poles? We are looking for
something that is valued by both those who prefer the left pole and those
who prefer the right pole – a Greater Purpose both sides can agree to.
Deeper Fear
--The negative opposite of the Greater Purpose Statement. It is what an individual, team, organization or nation ultimately seeks to avoid. The
Deeper Fear can be identified by asking, “What is a deeper fear to avoid
under both downsides?”
Leverage/Leveraging Polarities --Key stakeholders who are engaged in the See It Map It, Assessing process
identify Action Steps, Early Warning Signs, and create Virtuous Cycles leading
to a the GPS.
96 Polarity Thinking Essentials
SUMMARY and REVIEW:
Some Terminology and Descriptions
Assessment The process of analyzing performance – how well a
polarity or set of polarities is being leveraged.
Measurement adds rigor to the process, highlights
importance of paying attention to the polarity/ies,
and prepares the individual, team or organization
for the Learning step
97 Polarity Thinking Essentials
SUMMARY and REVIEW:
Some Terminology and Descriptions
Virtuous and Vicious Cycles
Virtuous Cycle – Graphical representation of an assessment of a well-leveraged Polarity,
which indicates an Infinity Loop capturing the results of both upsides
toward a Greater Purpose, and relatively little experience of both
downsides.
Great leaders, teams, organizations, and nation states create Virtuous
Cycles
[NOTE: The Polarity Map™ includes a Virtuous Cycle as a default Infinity
Loop. This supports people, organizations, communities, and nations make
their best contribution to creating a better world and enhances the quality
of life on the planet -- the mission of Polarity Partnerships.]
Vicious Cycle -- Graphical representation of an assessment of a poorly-leveraged Polarity,
which indicates an Infinity Loop capturing the results of both downsides.
Vicious Cycles are generally agreed to be a disaster for those experiencing
them.
98 Polarity Thinking Essentials
Problem or Polarity? – Contrasts
Problems to Solve
They are not ongoing.
There is and end point.
They are solvable
Independent Alternatives
They can stand alone.
There is no need to include an alternative for the solution to work.
Often contain mutually exclusive opposites.
1. Should we promote Bill?
2. What should we include in our customer survey?
3. Should we buy the 200 ton press?
4. When was the war of 1812?
5. Should we remove one level of management?
Polarities to Leverage
They are ongoing. There is no end point.
They are not solvable. They must be leveraged together.
Interdependent Alternatives
They cannot stand alone.
The alternatives need each other to optimize the situation over time.
Always contain mutually inclusive opposites.
1. Tough Love and Gentle Love
2. Individual and Team
3. Cost and Quality
4. Competing and Collaborating
5. Work and Home
99 Polarity Thinking Essentials
Polarity Thinking™ Bibliography
References for Implementing Polarity Thinking – Below are recent books that provide application and examples of Polarity Thinking in action
Anderson, Kathy. Polarity Coaching: Coaching People and Managing Polarities. Amherst: HRDPress, 2010. Seven case studies showing coaching
applications and how to use the polarity map as a wisdom organizer and action planning tool
Johnson, Barry, Polarity Management: Identifying and Managing Unsolvable Problems. Amherst: HRD Press, 1994. Johnson shares a number of case
examples in which the shift from seeing an issue as a problem to solve to managing it as a polarity added real value for individual leaders and for
organizations.
Johnson, Barry & Roy M. Oswald. Managing Polarities in Congregations: Eight Keys for Thriving Faith Communities. Alban Institute: 2009. Eight key
polarities common to faith communities, well defined and with suggestions for how to manage them.
Seidler, Margaret. Power Surge: A Conduit for Enlightened Leadership. Amherst: HRD Press, 2008. Seidler has the most extensive list of values pairs
available. This book provides the “how to” in helping leaders supplement their strengths and keep them from becoming vulnerabilities.
Schuman, Amy, Stacy Stutz, John L. Ward. Family Business as Paradox. New York: Palgrave McMillan, 2010. Applies polarity management to the
paradoxes of family run businesses. References on Polarities as important - Several books have been written that indicate leaders and organizations that
manage polarities/dilemmas/paradox well outperform those that don't.
Collins, James C. and Jerry I. Porras. Built to Last: Successful Habits of Visionary Companies. New York: HarperCollins, 1994.Authors identify the "Genius of
the 'AND'" as a central variable that distinguished the "Gold" companies from the "Silver" companies. The whole book is based on managing the polarity
of “Preserve the Core & Stimulate Progress.” This could also be seen as the generic Stability & Change polarity.
Collins, Jim. Good to Great: Why Some Companies Make the Leap…and Others Don’t. New York: HarperCollins, 2001.The “Genius of the ‘And’”
continues as an important variable in this book and is identified as a key characteristic of leaders moving companies from Good to Great. There are 10
polarities identified as central to becoming a level 5 leader.
Dodd, Dominic and Ken Favaro. The Three Tensions: Winning the Struggle to Perform Without Compromise. John Wiley and Sons, 2007. Authors interview
executives from 200 companies and identify 3important tensions (polarities) central to their organization’s effectiveness: Profitability & Growth; Today &
Tomorrow; and, The Whole & Its Parts.
de Wit, Bob and Ron Meyer. Strategy Synthesis: Resolving Strategy Paradoxes to Create Competitive Advantage. London: Thomson, 1999. de Wit and
Meyer identify 10 paradoxes (polarities) which are at the heart of strategic management.
Elsner, Richard and Bridget Farrands. Lost in Transition: How Business Leaders Can Successfully Take Charge In New Roles, London: Marshall Cavendish
Limited, 2006. Authors identify 8 tensions (polarities) which, when managed well, contribute significantly to being successful in new jobs.
100 Polarity Thinking Essentials
Polarity Thinking™ Bibliography
- continued -
Fletcher, Jerry and Kelle Olwyler. Paradoxical Thinking: How to Profit From Your Contradictions. San Francisco: Berrett-Koehler, 1997.“After more than
fifteen years of studying thousands of detailed examples of people performing at their best, Fletcher and Olwyler have found that individuals are always
paradoxical when performing optimally and that each person has a particular combination of contradictory and paradoxical (polarity) qualities that
work together to produce that person’s best work.”
Hammett, Peter, Unbalanced Influence: Recognizing and Resolving the Impact of Myth and Paradox in Executive Performance. Davies-Black Publishing,
2007. Ten year of executive research indicates the importance of paradox in executive performance.
Hampden-Turner, Charles. Charting the Corporate Mind: Graphic Solutions to Business Conflicts. New York: The Free Press, 1990. Hampden-Turner has
written several books on the advantage of managing dilemmas. His research shows that those companies that manage key dilemmas well outperform
those that don't.
Hampden-Turner, Charles and Alfons Trompenaars. Building Cross-Cultural Competence: How to Create Wealth from Conflicting Values. Chichester:
John Wiley & Sons, 2000. Hampden-Turner and Trompenaars identify 6 dilemmas (polarities) which must be managed to support cross-cultural
competence.
Handy, Charles. The Age of Paradox. Boston: Harvard Business School Press, 1994. Handy builds on his earlier work, The Age of Unreason, to assert the
balancing of paradoxes (polarities) at the heart not just of effective personal and organizational life, but of our survival as a world community.
Hickman, Craig R. Mind of a Manager Soul of a Leader. New York: John Wylie & Sons, 1990. Support for the benefits of paradoxical thinking also show up
in Hickman's book the title of which is a fundamental polarity in leadership.
Hofstede, Geert. Culture’s Consequences: Comparing Values, Behaviors, Institutions, and Organizations Across Nations. London: Sage Publications, Ltd.,
2001.Hofstede identifies 5 dimensions (polarities) of national culture to help us tap national differences as a resource.
Johnston, Charles M. Necessary Wisdom: Meeting the Challenge of a New Cultural Maturity. Seattle: ICD Press, 1991.Johnston identifies 5 key polarity
domains within culture and asserts the importance of understanding and bridging polarities. Managing polarities are at the heart of wisdom and cultural
maturity and how we “must learn to think and act if our future is to be a healthy one.”
Martin, Roger. The Opposable Mind: How Successful Leaders Win Through Integrative Thinking. Boston: Harvard Business School Press, 2007. Drawing on
research and interviews, Martin shows that truly successful leaders are skilled at holding two opposing ideas at the same time and reaching a synthesis
that contains elements of both, but improves on each.
Pascale, Richard Tanner. Managing on the Edge: How the Smartest Companies Use Conflict to Stay Ahead. New York: Simon & Schuster, 1991. Pascale
identifies "managing contention better" as the key variable that separated the 14 companies that kept their "excellent" rating from the 29 that did not
when looking at the 43 companies identified in the book In Search of Excellence
Quinn, Robert E. Beyond Rational Management: Mastering the Paradoxes and Competing Demands of High Performance. San Francisco: Jossey-Bass,
1988.Quinn asserts that mastering paradox (polarity) is the central to high performance.
Quinn, Robert E. Building The Bridge As You Walk On It: A Guide for Leading Change. San Francisco: Jossey-Bass, 2004.Quinn identifies 8 polarities as “The
fundamental state of leadership.”
Sisodia, Raj, Jag Sheth, and David B. Wolfe. Firms of Endearment: How World Class Companies Profit from Passion And Purpose. Wharton School
Publishing, 2007.The authors discovered that the key indicator for whether a company is a great investment is the degree to which it manages the
polarity of taking care of the stockholders & the stakeholders