leadership development program level ii

Copyright © PMA 2002 Polarity Map ™ 0

Leadership Development Program – Level II

Polarity Thinking™

Margaret Seidler, MPA, Polarity Management Master

www.margaretseidler.com

Material based on work of Barry Johnson, PhD, Founder of Polarity Partnerships, LLC


Leadership Preferences

Instructions: In your handout, notice that the two

columns are related. The items in the left column are

related to the corresponding item in the right column.

For example, activity and rest are related. Please

indicate which of these two items you prefer. So, in

general, do you prefer activity or rest? Go through the

list and circle the alternative you prefer. The one on

the left or the one on the right.


Today’s Objectives

• Appreciate the power of Polarities, putting Theory into everyday

Practice

• Understand where polarities exist and how they work

• Raise awareness to maximize the role of Polarities within yourself

as a leader and within groups

• See yourself more completely so strengths remain strengths and

don’t turn into weaknesses

– How to build upon them

– Recognize what’s missing

• Strengthen your Action Learning Projects


360 Leader Feedback (1992)

A legend in my own mind!

http://www.google.com/imgres?imgurl=http://www.istockphoto.com/file_thumbview_approve/236998/2/istockphoto_236998-feedback-form.jpg&imgrefurl=http://www.istockphoto.com/file_closeup.php?id%3D236998%26refnum%3Dlittle_bobek&h=302&w=380&sz=44&tbnid=4rcEAPy_3iTFLM:&tbnh=98&tbnw=123&prev=/images?q%3Dphoto%2Bimage%2Bfeedback&usg=__CHdf-JxVKmXCEJQzUb6xH_zSzYA=&ei=I5bUS6jJHZXC9QSiwZ3JDw&sa=X&oi=image_result&resnum=4&ct=image&ved=0CBQQ9QEwAw

http://www.google.com/imgres?imgurl=http://www.istockphoto.com/file_thumbview_approve/236998/2/istockphoto_236998-feedback-form.jpg&imgrefurl=http://www.istockphoto.com/file_closeup.php?id%3D236998%26refnum%3Dlittle_bobek&h=302&w=380&sz=44&tbnid=4rcEAPy_3iTFLM:&tbnh=98&tbnw=123&prev=/images?q%3Dphoto%2Bimage%2Bfeedback&usg=__CHdf-JxVKmXCEJQzUb6xH_zSzYA=&ei=I5bUS6jJHZXC9QSiwZ3JDw&sa=X&oi=image_result&resnum=4&ct=image&ved=0CBQQ9QEwAw

http://www.sxc.hu/browse.phtml?f=download&id=866529&redirect=photo

http://www.sxc.hu/browse.phtml?f=download&id=866529&redirect=photo


RESILIENCE


The Door Opened Wide (2001)

Dr. Barry Johnson, Founder of Polarity Management


The Value and Power of Either/Or Thinking

Positive results from Either/Or Thinking

Either/Or Thinking is essential for one generation to pass key elements of its culture on to the next generation:

1. Language – How do you spell ________?

2. Mathematics – 4+4= _____ ?

3. History – Who was the conqueror of

Mexico?

Bernal Diaz del Castillo ____?

Cuauhtemoc ____?

Hernan Cortez ____?

Benito Juarez ____ ?

4. Science – Why do apples fall down off trees

rather than up? _____________________

5. Morals – According to many cultures and

religions murder is:

Right ____ Wrong ____

Negative results from rejecting Either/Or

Thinking

Without Either/Or Thinking, one generation could not pass key elements of its culture to the next generation:

1. Can’t learn Language

2. Can’t learn Mathematics

3. Have no sense of History

4. Do not understand the basics of how the world works.

5. No moral compass – don’t know the difference between right and wrong.

Two important results from getting the right

answer:

• Success and rewards = “A” grades etc.

• When you are right, those who disagree with

you are wrong.


The Magic Bullet…

Values are best served in Pairs!

And, if we fail to recognize this, what makes us strong

can also make us weak…

http://www.google.com/imgres?imgurl=http://www.jojoxserie.net/pics/201201/bullet%20mista.jpg&imgrefurl=http://waronjunk.blogspot.com/2006/01/i-found-bullet-in-my-car.html&h=400&w=600&sz=26&tbnid=W67ud3VShWtE4M:&tbnh=90&tbnw=135&prev=/images?q%3Dbullet%2Bphoto&usg=__RQ4Tde8fov53IpvYmXu89LKWRaQ=&ei=pK7US_y3KI_A9QTkzNjHDw&sa=X&oi=image_result&resnum=2&ct=image&ved=0CAsQ9QEwAQ

http://www.google.com/imgres?imgurl=http://www.jojoxserie.net/pics/201201/bullet%20mista.jpg&imgrefurl=http://waronjunk.blogspot.com/2006/01/i-found-bullet-in-my-car.html&h=400&w=600&sz=26&tbnid=W67ud3VShWtE4M:&tbnh=90&tbnw=135&prev=/images?q%3Dbullet%2Bphoto&usg=__RQ4Tde8fov53IpvYmXu89LKWRaQ=&ei=pK7US_y3KI_A9QTkzNjHDw&sa=X&oi=image_result&resnum=2&ct=image&ved=0CAsQ9QEwAQ


Paired values (often

competing) that need each

other over time in order to

achieve a greater purpose

Polarities

Based on the work of Barry Johnson, PhD and Polarity Management Associates

and

Infinity

Is the ongoing nature of polarities… an

energy system which is never ending.

and


and

Polarities have always existed.

Recorded history reflects them.

The research is clear…

Individuals and organizations that intuitively

manage polarities out-perform those that don’t.

You have been managing them!


QUICK

INSIGHT

There are two truths in

every polarity, both of

which are accurate but

neither of which is

complete.


Activity!!!


andActivity Rest

Negative results from too much focus on

Activity and no Rest

Negative results from too much focus on Rest

and no Activity

Positive results from focusing on Activity

Positive results from focusing on Rest


andActivity Rest

Experiencing

the Upside

Experiencing

the Upside

Experiencing

the Downside

Experiencing

the Downside

Anticipating

the Downside

Anticipating

the Upside

Anticipating

the Upside

Anticipating

the Downside


My Leadership Values

Give me Strengths

Candor

Confidence


Strengths can turn into my

Leadership Weaknesses

Candor…brutal honesty, hurt feelings

Confidence…arrogance


Strengths in Pairs

Candor and Tactfulness

Confidence and Humility

The Power of And

A small word that can make a BIG difference!!


Leadership Polarities

Task and Relationship

Candor and Tactfulness

Confidence and Humility

Critical (Objective) Analysis and Encouragement Control and Empowerment

Structure and Flexibility

Logic and Creativity

Individual Work and Teamwork

Planning and Implementation

Decision Making: Swift and Mindful


Polarity Map™ © 1992, 2008 Polarity Management Associates, LLC / * Thanks to John Scherer, The Scherer Leadership Center / ** Thanks to De Wit & Meyer BV

One View – Either this…

High Performing Leader

Low Performing

Positive results

Negative results

to avoid

Task Relationship


Polarity Map™ © 1992, 2008 Polarity Management Associates, LLC / * Thanks to John Scherer, The Scherer Leadership Center / ** Thanks to De Wit & Meyer BV

The Other View - Or That…


Low Performing Leader

Positive results

Negative results

to avoid

Task Relationship


Polarity Maps

• Serve as a “wisdom organizer”

• Provide a container to understand complexity more

concretely

• Make visible multiple points of view (strengths and potential weaknesses)

• Show the connection and interdependence between

views

• Increases “Agility to Change”

Polarity Maps


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

Greater Purpose Statement (GPS) - why balance this polarity?*

Deeper Fear from lack of balance

Polarity Map™ © 1992, 2008 Polarity Management Associates, LLC / * Thanks to John Scherer, The SchererLeadership Center / ** Thanks to De Wit & Meyer BV / *** Thanks to Todd Johnson, Rivertown Consultants

andTask Relationship



• Get things done • Concern for those

doing the work

• Cold, detached from

those doing the work

• Feelings get in the

way of work getting

done

See the Positives of BOTH


and

Strength becomes a Weakness without both Over Time

PreferredValue

InterdependentValue

So I have a blind spot

about these positive

results

Because I value

these positive

results

Due to my blind spot,

I end up down here

getting these

negative results

I also fear and want to

avoid these negative

results

Greater Purpose

Deeper Fear


and

On-going Movement

PreferredValue

Interdependent Value









andTask Relationship



• Get things done • Concern for those

doing the work

• Cold, detached from

those doing the work

• Feelings get in the

way of work getting

done

See the Positives of BOTH


**

and

Virtuous Cycles and Vicious Cycles

PreferredValue

Interdependent Value








**


and

Synergy Achieves a Greater Purpose & Generates New Potential


Values = positive results from focusing on the left pole

Values = positive results from focusing on the right pole

Fears = negative results from over-focusing on the left pole to the neglect of the right pole

Fears = negative results from over-focusing on the right pole to the neglect of the left pole



Polarity Map™ © 1992, 2008 Polarity Management Associates, LLC / * Thanks to John Scherer, The Scherer Leadership Center / ** Thanks to De Wit & Meyer BV / *** Thanks to Todd Johnson, Rivertown Consultants

Assess Present Realities

**

and

Almost Always

Often

Sometimes

Seldom

Almost Never

Almost Always

Often

Sometimes

Seldom

Almost Never

Almost Never

Seldom

Sometimes

Often

Almost Always

Almost Never

Seldom

Sometimes

Often

Almost Always


Mapping Tips

• Poles should be neutral or positive.

• The diagonal quadrants will be opposites.

• Quadrants should be evenly populated.

• If the content in the left quadrant is the same as the

content in the right quadrant, distinguish why the

content belongs in each quadrant.

• Your Greater Purpose is VERY attractive

• Your Deeper Fear should also be EXTREMELY

objectionable.

and


Polarity Principles

To manage dilemmas, paradoxes, you

recognize that…

• Two alternatives that are interdependent, meaning

you can only focus on one pole for so long before

you are required to focus on the other pole, like

inhaling and exhaling?

• Need each other over time

• Indestructible – no matter your preference









Leverage

**

and

Action StepsHow will we gain or maintain the positive results from focusing on this left pole? What? Who? By When? Measures?

Action StepsHow 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 WarningsMeasurable indicators (things you can count) that will let you know that you are getting into the downside of this right pole.









Early Warnings

**

and



Early Warnings***




Keys

• Both values are important.

• They are interdependent, often opposites, that need each other over time in order to sustain leadership effectiveness

• If you over focus on “Task” and neglect “Relationship ” you will get the negative results from too much “Task.” The reverse is also true.

• To move from the downside of either Value, you must focus on the interdependent Value.

• The oscillation is ongoing……..the natural tension between the two is unavoidable, unsolvable, indestructible, and can be tapped to raise performance to a higher level.


Power of the “And”

• Live a better life & stand out from the

crowd:

– Embrace extremes on a number of dimensions at

the same time

– Instead of choosing A or B, figure out how to have

A and B

http://www.dreamstime.com/stock-photography-yin-yang-image7106242

http://www.dreamstime.com/stock-photography-yin-yang-image7106242


High Performing Organization

Leaders who manage

polarities well out

perform those that

don’t

Organizations that

manage polarities well

out perform those

that don’t

Low Performing Organization

and Organizational Development

Leadership Development


Polarities in our Lives

Where polarities exist…

– Breathing

– Personal and leadership preferences

– Group dynamics

– Organization issues

– State, national and global policies


Typical Uses of

Polarity Management

– Change management

– Conflict resolution

– Strategic Planning

– Negotiation

– Diversity

– Emotional Intelligence: intra and inter-personal

– Coaching

– Team development

– Organizational assessment and improvement


What they

don’t want

What they

want

What I

don’t want

What I

want

Conflict Issue


Complex Issues can result in

Tension, Conflict and Polarization

• Get winners and losers.

• Lose sight of the big picture.

• Stop listening to the “other” side.

• Limit possibilities and options because we are

focused on being “right.”

• Can engender anger, resentment, even hate.


Not To Polarize (Collaborate)

• Articulate a Goal “Greater Purpose” of common

interest (At the end of the day, we all want…)

• Recognize that multiple viewpoints exist and are

essential

• Understand how to get the best of differences

• Consciously manage the tension over time

• Bring awareness of the complexity in a simple way(Introduce Polarity Thinking)


What they

Don’t want

What they want

What I

Don’t want

What I

want

Self Other

Common Greater Purpose

Managing Conflict Collaboratively


Managing Unsolvable Problems

• Transfer the personal learning to organizational opportunities and challenges

• Experience a more thorough examination of issues

• Reveal connections between opposing views in the name of a Greater Purpose that is unifying

• Support your understanding and ability to ask questions/make contributions with difficult issues


To:

Solution

Preferred Future

From:

Problem

Present State

Polarity Thinking

complements

Problem Solving and Gap Analysis


Problem

Solution


Problem

Solution



From:

Problem

Present State

To:

Solution

Preferred Future

Stability Change

To:

An historical strength which leads to the downside below.

Unanticipated Consequences

New Problem

Polarity Thinking enhances

our ability to Identify and Appreciate our Past

and Anticipate our Future…


In the 5-Step PACT Process,

Any Level of System and All

Levels of System Can

Leverage Their Strategic

Polarities &

Transform Vicious Cycles Into

Virtuous Cycles

Achieving their Preferred

Futures Faster and More

Sustainably

48Foundations in Polarity Thinking

ASSESSING…Assess how well key polarities are being leveraged

Seeing

Assessing

Leveraging

Learning

Mapping

ENGAGE

Key

Stakeholders

Seeing

Mapping


Computer Converts Quadrant Content Into Survey

Engage – Key Stakeholders Assess Key Polarities

1.

2.

3.

4.

5.

6.

7.

8.

57.

58.

59.

60. .

We are clear about what is expected

We lack the ability and confidence

We are encouraged to demonstrate cre

We spend too much time on solving “t

Capital spending is aligned with cus

We lack confidence in making decisio

We have the ability and confidence t

We are unaware on any limits on our

We do our work with a focus on custo

We have customer complaints due to f

We feel confident in making decision

Our leader is unaware of industry tr


51Foundations in Polarity Thinking

LEARNING…Make meaning of Assessment results from diverse stakeholder perspectives

Seeing

Learning

Leveraging

Mapping

Assessing


Competitive Advantage

• Silos – isolation of the units

• Excess competition

• Inequality between the units

• Redundancies

Can’t Compete

Problem 1

2 Solution

Integrated

Business Units

Autonomous

Business Units

• Integration of business units

• Collaboration and mutual support

• Equality and mutuality

• Efficiencies of coordination

3

• Bureaucracy and red tape

• Slow and unresponsive

• Excess conformity and lack of

innovation

• Lack of unit recognition

Fears

VALUES

• Entrepreneurial Initiative

• Speed and responsiveness

• Business unit freedom and

innovation

• Business unit recognition


Competitive Advantage

Can’t Compete

FEARS

• Bureaucracy and red tape

• Lack of business unit creativity

• Excess conformity

• Lack of unit recognition

VALUES

• Integration of business units

• Collaboration and mutual support

• Equality and mutuality

• Efficiencies of coordination

FEARS• Silos – isolation of the units

• Excess competition

• Inequality between the units

• Redundancies

VALUES

• Entrepreneurial Initiative

• Business unit creativity

• Business unit freedom

• Business unit recognition

Problem

Solution

Integrated

Business Units

Autonomous

Business Units


Problem or Polarity? – Contrasts

Problems to Solve

They are not ongoing.

There is an 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 Chris?

2.What should we include in our customer survey?

3.Should we buy the training video?

4.When was the war of 1812?

5.Should we remove one level of management?

Polarities to Manage

They are ongoing.

There is no end point.

They are not solvable.

They must be managed 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


Seeing: Problem or Polarity?

2 important considerations

1. Is the difficulty ongoing, like breathing?yes = probably a polarity to manageno = probably a problem to solve

2. Are there two alternatives that are interdependent, meaning you can only focus on one pole for so long before you are required to focus on the other pole, like inhaling and exhaling?

yes = probably a polarity to manageno = probably a problem to solve


Problem or Polarity? – QuizIssue Lens

#

Yes No Polarity/Problem?

Criteria used?

1. Where do we go for lunch? Sam likes, “Wanda’s

Wonder Bar” and Linda likes, “The Nostalgic

Noodle.”

1

2

Y

Y

N

N

2. We have to get rid of our silo mentality. Let’s

break down the barriers and become an integrated

team.

1

2

Y

Y

N

N

3. How do we get to the top of this mountain? 1

2

Y

Y

N

N

4. We are becoming an international company. How

do we get our people to think globally?

1

2

Y

Y

N

N

5. Should we merge with “Mega-Corp.?” It would

certainly help our capitalization.

1

2

Y

Y

N

N

6. How do we get union support for our major,

company-wide change effort?

1

2

Y

Y

N

N

7. Our Swedish partners have to talk to everyone

before deciding. How can we get them to decide

faster?

1

2

Y

Y

N

N


3 Criteria for focusing on an issue

• Is there energy to address the issue (frustration or excitement)?

• Does the issue seem to be centered around a polarity or does it appear to be a problem to solve?

• Is the issue ongoing like breathing?

• Are the alternatives interdependent?

• Are there two or more necessary upsides?

• Will over focus on one pole undermine the higher purpose?

• Can you possibly impact this issue directly or indirectly (e.g., by presenting your idea to others)?


Possible Polarities??

Volume and Credit Quality

Customer Focus and Company Focus

Work and Home

Be Honest with the Customer and Maintain the Relationship

Tradition and Change

Hunters and Skinners

Long-term Planning and Short-term Action

Teamwork and Individual Work

Adaptation and Innovation

Harmony and Debate

Collaborate and Compete

Lend in Hard Time and Meet Regulator’s Standards


Polarity Maps

• Serve as a “wisdom organizer”

• Provide a container to understand complexity more

concretely

• Make visible multiple points of view (strengths and potential weaknesses)

• Show the connection and interdependence between

views

• Increases “Agility to Change”

Polarity Maps






Greater Purpose Statement*

Deeper Fear

**

Polarity Map™ © 1992, 2008 Polarity Management Associates, LLC / * Thanks to John Scherer, The Scherer Leadership Center / ** Thanks to De Wit & Meyer BV / *** Thanks to Todd Johnson, Rivertown

Consultants

and

From ______

To_____






Greater Purpose Statement (GPS) *

Deeper Fear from lack of

balance

**




Early Warnings***



andFrom To

From ______

To_____


Mapping Experience

• Create a “From” moving “To”

• Identify a Greater Purpose Statement

• 3 items in each quadrant (diagonals are

opposites)

• If time, add more items in each quadrant

• Finish with same number of items in each

quadrant.


Identifying the Greater Purpose

and Deeper FearWhat is the benefit of identifying a common greater purpose?

Identifies a value shared by those preferring opposites poles – a Greater Purpose

both sides can agree to.

Helps people who favor different poles to have an agreed upon greater purpose

that makes it worth the effort to capitalize on their differences to get the upsides of

both poles.

Example: those preferring stability and those preferring change, might find a common greater purpose in “Gain Competitive Advantage” which would encourage them to both respect Core Values and seek New Energy and Direction.

What is the impact of the deeper fear?

The deeper fear is the negative opposite of the “Greater Purpose” and provides a

clear reason to avoid the downsides of each pole.

Example: the negative opposite of the greater purpose, “Gain 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.


Mapping Tips

• Poles should be neutral or positive.

• The diagonal quadrants will be opposites.

• Quadrants should be evenly populated.

• If the content in the left quadrant is the same as the

content in the right quadrant, distinguish why the

content belongs in each quadrant.

• Your Greater Purpose is VERY attractive

• Your Deeper Fear should also be EXTREMELY

objectionable.

and









Assess Present Realities

**

and

Almost Always

Often

Sometimes

Seldom

Almost Never

Almost Always

Often

Sometimes

Seldom

Almost Never

Almost Never

Seldom

Sometimes

Often

Almost Always

Almost Never

Seldom

Sometimes

Often

Almost Always






Deeper Fear from lack of

balance

Greater Purpose Statement (GPS*


**

and



Early Warnings***











Leverage

**

and



Early Warnings***











Early Warnings

**

and



Early Warnings***











Get Curious to get “Unstuck” - Reverse Energy Flow

and









Get Curious to get “Unstuck” – Reverse Energy Flow

and










and










and










and


From Theory to Practice

Action Learning Projects

1. How will you take this into your way of seeing and thinking?

2. What steps can you take within the coming month?

3. What's likely to get in your way of what you see as possible now at the end of today’s session, and how can you best address that now and anticipate/find support?

leadership development program level ii

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