nexus4 africa concurren session
DESCRIPTION
I led two sessions at Nexus Africa, one was a two-day pre-conference and the other was a concurrent session. The pre-conference was adapted from our newly designed Foundations in Polarity Thinking™ program. This was a “first time out” version, combining our best thinking and practice from the past with just discovered insights and applications. What we covered during the pre-conference session: • How to "See, Map and Tap" polarities • How to help others see the world through a polarity lens • How to integrate a Polarity Thinking approach into your own models, tools and practices The concurrent session was titled, “If You Want Radical Change, You Better Go For Radical Stability.” In it we challenged a number of long held assumptions in the world of change and change management. Here’s one. • Existing Assumption: The goal of our work is successful change. • Updated Assumption: The goal of our work is sustained success which includes both successful change and successful stabilityTRANSCRIPT
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If You Want Radical Change,
You Better Go For Radical Stability
Nexus4Africa
Presented by: Jake Jacobs
Copyright © PMA 2002 Polarity Map ™ 2
What led you to choose this session?
What would you like to learn during our time together?
Expectations
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The Power of Paradox
A paradox is a seemingly true statement or group of statements that lead to a contradiction or a situation which seems to defy logic or intuition.
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The Power of Paradox
Focusing TOO MUCH on what you do want will get you
LESS of what you do want and
MORE of what you don’t want
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Purpose
To make achieving our life and work goals
better,
faster and
easier
Outcomes
A deeper understanding of our personal relationship to stability and change
Appreciate the powerful dynamic between stability and change
Know how to leverage this dynamic to achieve sustained success
If You Want Radical Change,
You Better Go For Radical Stability
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Mercy
4000 years ago - Judaism
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Justice Mercy
4000 years ago - Judaism
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Justice Mercy
4000 years ago - Judaism
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2500 years ago - Taoism3
Copyright © PMA 2002 Polarity Map ™ 10
2500 years ago - Taoism
Copyright © PMA 2002 Polarity Map ™ 11
Yang Yin
2500 years ago - Taoism
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Law Grace
2000 years ago - Christianity
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50 years ago – Business and Industry
Polarity
Paradox
Dilemma
Tensions
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High Performing Organization
Leaders who managepolarities well out perform those that
don’t
Organizations that manage polarities well
out perform thosethat don’t
Low Performing Orgnaization
and Organization Development
Leadership Development
4
Copyright © PMA 2002 Polarity Map ™ 15
Too much
Carbon DioxideToo little
Oxygen
Clean out
Carbon DioxideGet
Oxygen
Inhale Exhaleand
5
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Negative results from too
much focus on activity and
no rest
Negative results from too
much focus on rest and no
activity
Positives results from focusing on rest
Positive results from focusing on activity
Activity Restand
Recorder/
Reporter
Recorder/
Reporter
6
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RestActivity
C.
Relaxed
Rejuvenated
Boring
Loss of Energy
D.
A.
Stimulated
Challenged
Tense
Overwhelmed
B.
Polarity Management™ The Infinity Loop Energy System
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Muscles Atrophy
Lethargic
Achy Muscles
Exhausted
Rejuvenated
Muscles Rest/Develop
Stimulated
Muscles Condition
RestActivity
Finish Marathon
Can’t Complete Marathon
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Muscles Atrophy
Lethargic
Achy Muscles
Exhausted
Rejuvenated
Muscles Rest/Develop
Stimulated
Muscles Condition
RestActivity
Finish Marathon
Can’t Complete Marathon
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Healthy Life
Unhealthy Life
and
Bored
Loss of Energy
Tense
Overwhelmed
Relaxed
Rejuvenated
Stimulated
Challenged
RestActivity
8
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Point of View Exercise
Team A Team B
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Team A – Situation: You are a group who are very concerned that your organization spend more time focusing on stability for your organization. You are about to debate a group who are adamant about focusing on change.
Debate Notes Section #1:List the positive results of focusing on stability for your organization.
Debate Notes Section #2:List the negative results of over-focusing on change to the neglect of stability.
Step 1 = PreparationWith the help of your fellow team members, brainstorm content for both sections of the “Debate Notes” in the box to the left and belowStep 2 = Debate – All Talk Two objectives:
1.Hold on to your own point of view2.Get the other team to agree with your point of view
Point of View Exercise
ChangeStability
20
Copyright © PMA 2002 Polarity Map ™ 23
Team B – Situation: You are a group who are very concerned that your organization spend more time focusing on change for your organization. You are about to debate a group who are adamant about focusing on stability.
Debate Notes Section #1:List the positive results of focusing on change for your organization.
Debate Notes Section #2:List the negative results of over-focusing on stability to the neglect of change.
Step 1 = PreparationWith the help of your fellow team members, brainstorm content for both sections of the “Debate Notes” in the box to the right and belowStep 2 = Debate – All Talk Two objectives:
1.Hold on to your own point of view2.Get the other team to agree with your point of view
Point of View Exercise
ChangeStability
21
Copyright © PMA 2002 Polarity Map ™ 24
Point of View Exercise
Team A Team B
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Competitive AdvantageContinuityCore ValuesTap Past and Present Wisdom
New Energy and DirectionCreativityTap New Wisdom
StagnationLoss of EnergyMissed Opportunities
Lose ContinuityLose Core ValuesFoolish Risks
Well Managed Polarity
Can’t Compete
Leveraging Well and Leveraging Poorly
Competitive AdvantageContinuityCore ValuesTap Past and Present Wisdom
New Energy and DirectionCreativityTap New Wisdom
StagnationLoss of EnergyMissed Opportunities
Lose ContinuityLose Core ValuesFoolish Risks
Overemphasis on Stability
Can’t Compete
Competitive AdvantageContinuityCore ValuesTap Past and Present Wisdom
New Energy and DirectionCreativityTap New Wisdom
StagnationLoss of EnergyMissed Opportunities
Lose ContinuityLose Core ValuesFoolish Risks
Overemphasis on Change
Can’t Compete
Stability Change
Stability Change Stability Change
32
SUSTAINED SUCCESS
FAILURE
SUSTAINED SUCCESS SUSTAINED SUCCESS
FAILURE
FAILURE
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New Energy and DirectionCreativityTap New Wisdom
StagnationLoss of EnergyMissed Opportunities
Competitive AdvantageContinuityCore ValuesTap Past and Present Wisdom
New Energy and DirectionCreativityTap New Wisdom
StagnationLoss of EnergyMissed Opportunities
Lose ContinuityLose Core ValuesFoolish Risks
Capitalizing on Both Points of View
Can’t Compete
Leveraging Well and Leverging Poorly
ContinuityCore ValuesTap Past and Present Wisdom
Lose ContinuityLose Core ValuesFoolish Risks
Stability Centered Point of View
Change Centered Point of View
Stability Change
Stability Change Stability Change
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“Either/Or” Point of View Going After Change
StagnationLoss of energyMissed opportunities
New energy and directionCreativityTap new wisdom
ChangeStability
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“Either/Or” Point of View Going After Change
Problem / Fears
StagnationLoss of energyMissed opportunities
New energy and directionCreativityTap new wisdom
ChangeStability
No Pg.
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“Either/Or” Point of View Going After Change
Solution / Values
Problem / Fears
StagnationLoss of energyMissed opportunities
New energy and directionCreativityTap new wisdom
ChangeStability
No Pg.
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StagnationLoss of energyMissed opportunities
New energy and directionCreativityTap new wisdom
“Either/Or” Point of View Going After Change
Solution / Values
Stra
tegy
Problem / Fears
ChangeStability
No Pg.
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Lose continuityLose core valuesFoolish risk
ContinuityCore ValuesTap past and present wisdom
“Either/Or” Point of View Going After Stability
ChangeStability
No Pg.
Copyright © PMA 2002 Polarity Map ™ 32
Lose continuityLose core valuesFoolish risk
ContinuityCore ValuesTap past and present wisdom
“Either/Or” Point of View Going After Stability
Problem / Fears
ChangeStability
No Pg.
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Lose continuityLose core valuesFoolish risk
ContinuityCore ValuesTap past and present wisdom
“Either/Or” Point of View Going After Stability
Problem / Fears
Solution / Values
ChangeStability
No Pg.
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Lose continuityLose core valuesFoolish risk
ContinuityCore ValuesTap past and present wisdom
“Either/Or” Point of View Going After Stability
Problem / Fears
Solution / Values
ChangeStability
Strategy
No Pg.
Copyright © PMA 2002 Polarity Map ™ 35
Competitive Advantage
Can’t Compete
“Both/And” Point of View = Competitive Advantage
Fears
Values
Fears
Values
Lose continuityLose core valuesFoolish risk
StagnationLoss of energyMissed opportunities
New energy and directionCreativityTap new wisdom
ContinuityCore ValuesTap past and present wisdom
and ChangeStability
SUSTAINED SUCCESS
FAILURE
Copyright © PMA 2002 Polarity Map ™ 36
Leveraging Polarity Energy Systems
IncludeKey Stakeholders
See It
Map It
Tap It - #1 Assess Present Realities
Tap It - # 2 Action Steps
Tap It - #3 Early Warnings
Continue Tapping - #1, 2, 3
10
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12 Leadership Polarities From Polarity Management Associates
Conditional Respect AND Unconditional RespectTask AND Relationship Candor AND Diplomacy
Responsibility AND FreedomConfidence AND Humility
Analysis AND EncouragementControl AND Empowerment
Grounded AND VisionaryStructure AND Flexibility
Logic AND CreativityIndividual AND Work Group
Planning AND Implementation
“I believe that the central leadership attribute is the ability to manage polarity.” Peter Koestenbaum
Copyright © PMA 2002 Polarity Map ™ 38
See It – Map It – Tap It•See It•Find a coaching partner
•List of 12 leadership pairs - pick your preference for each pair (2 min)
•Identify which pole was the easiest to choose of the 12 forced choices you made.
•Put the polarity that was easiest to choose in your blank map with your preferred pole on the left. For example if your easiest choice was “Visionary” in the polarity, “Grounded AND Visionary,” you would put “Visionary” in the left pole and “Grounded” in the right pole of your blank map.
Copyright © PMA 2002 Polarity Map ™ 39
**
See It
Loose Tight
Copyright © PMA 2002 Polarity Map ™ 40
Leveraging Polarity Energy Systems
IncludeKey Stakeholders
See It
Map It
Tap It - #1 Assess Present Realities
Tap It - # 2 Action Steps
Tap It - #3 Early Warnings
Continue Tapping - #1, 2, 3
10
Copyright © PMA 2002 Polarity Map ™ 41
See It – Map It – Tap It
Map It - Fill out all four quadrants in your map•Pay attention to content guidelines within the quadrants. •2 to 3 items in each quadrant.•Diagonals are resources as exact opposites•Same number of items in all four quadrants•5 minutes individually then 5 minutes each with coach
completing both maps. (15 minutes total)
Copyright © PMA 2002 Polarity Map ™ 42
Leveraging Polarity Energy Systems
IncludeKey Stakeholders
See It
Map It
Tap It - #1 Assess Present Realities
Tap It - # 2 Action Steps
Tap It - #3 Early Warnings
Continue Tapping - #1, 2, 3
10
Copyright © PMA 2002 Polarity Map ™ 43
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 Management Associates, LLC / * Thanks to John Scherer, The Scherer Leadership Center / ** Thanks to De Wit & Meyer BV / *** Thanks to Todd Johnson, Rivertown Consultants
Tap It - #1 Assess Present Realities
Effective Leader
Ineffective Leader
AA
O
S
S
AN
AA
O
S
S
AN
AN
S
S
O
AA
AN
S
S
O
AA
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
13
Copyright © PMA 2002 Polarity Map ™ 44
See It – Map It – Tap ItTap It - # 1 Assess Present Realities
• Get your blank assessment map (Page 10) and put it next to your filled out map.
• Put a small “X” over the dot in each quadrant that best answers the following question:
“How frequently in recent weeks have I experienced this content?”
• Create an energy loop within the assessment map that connects the dots with the “X” from each quadrant.
• Interpretation of results - Jake
• Interpret results with your coach. How does this show up at work? (5 minutes)
• Questions and Insights
Copyright © PMA 2002 Polarity Map ™ 45
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 Management Associates, LLC / * Thanks to John Scherer, The Scherer Leadership Center / ** Thanks to De Wit & Meyer BV / *** Thanks to Todd Johnson, Rivertown Consultants
How frequently in recent weeks have I experienced this content?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.
AA
O
S
S
AN
AA
O
S
S
AN
AN
S
S
O
AA
AN
S
S
O
AA
Loose Tight
Clear directions provided
Others know where I stand
Flexibility is provided for implementing directions.
I listen to where others stand.
Rigidity “My way or the
highway!”
Ambiguity “What do you want?”
“What do you believe in?”
14?
Copyright © PMA 2002 Polarity Map ™ 46
Leveraging Polarity Energy Systems
IncludeKey Stakeholders
See It
Map It
Tap It - #1 Assess Present Realities
Tap It - # 2 Action Steps
Tap It - #3 Early Warnings
Continue Tapping - #1, 2, 3
10
Copyright © PMA 2002 Polarity Map ™ 47
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
Deeper Fear from lack of balance
Greater Purpose Statement (GPS) - why balance this polarity?*
**
and
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
Tap It - #2 Action StepsAction 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?
Loose Tight
Effective Leader
Ineffective Leader
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.
• Clear directions provided
• Others know where I stand
• Flexibility is provided for implementing directions.
• I listen to where others stand.
• Rigidity• “My way or the
highway!”
• Ambiguity “What do you want?”
• “What do you believe in?”
14
Copyright © PMA 2002 Polarity Map ™ 48
See It – Map It – Tap ItTap It - # 2 Actions Steps•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 •Individually (5 min)•Support each other with discussion (5 min each)•Total (15 min)
No Pg.
Copyright © PMA 2002 Polarity Map ™ 49
Leveraging Polarity Energy Systems
IncludeKey Stakeholders
See It
Map It
Tap It - #1 Assess Present Realities
Tap It - # 2 Action Steps
Tap It - #3 Early Warnings
Continue Tapping - #1, 2, 3
10
Copyright © PMA 2002 Polarity Map ™ 50
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
Deeper Fear from lack of balance
Greater Purpose Statement (GPS) - why balance this polarity?*
**
and
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
Tap It - #3 Early WarningsAction 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.
Tight Loose
Effective Leader
Ineffective Leader
• Clear directions provided
• Others know where I stand
• Flexibility is provided for implementing directions.
• I listen to where others stand.
• Rigidity• “My way or the
highway!”
• Ambiguity “What do you want?”
• “What do you believe in?”
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.
A. Increase in % of time I am
talking in meetings.
B. Increase in statements like,
“What ever you say.” When
disagreements occur.
A. Increase in questions about
direction or outcomes
desired.
B. Increase in questions about
what I think when issues
are discussed.
14
Copyright © PMA 2002 Polarity Map ™ 51
See It – Map It – Tap ItTap It - # 3 Early Warnings•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”
•Example – Loose AND Tight
No Pg.
Copyright © PMA 2002 Polarity Map ™ 52
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
Deeper Fear from lack of balance
Greater Purpose Statement (GPS) - why balance this polarity?*
**
and
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
See It, Map It, Tap It 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.
Tight Loose
Effective Leader
Ineffective Leader
• Clear directions provided
• Others know where I stand
• Flexibility is provided for implementing directions.
• I listen to where others stand.
• Rigidity• “My way or the
highway!”
• Ambiguity “What do you want?”
• “What do you believe in?”
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.
A. Increase in % of time I am
talking in meetings.
B. Increase in statements like,
“What ever you say.” When
disagreements occur.
A. Increase in questions about
direction or outcomes
desired.
B. Increase in questions about
what I think when issues
are discussed.
14
Copyright © PMA 2002 Polarity Map ™ 53
5
3
Copyright © Robert Jacobs. 2009. All rights reserved.
Your Capability to Productively Manage Tension in a Polarity Determines the Amount of Upside
Benefits Available to Your Organization
Stability Change
Copyright © PMA 2002 Polarity Map ™ 54
5
4
Greater Capability to Productively Manage Tension in a Polarity Increasesthe Amount of Upside Benefits Available to Your Organization
Copyright © Robert Jacobs. 2009. All rights reserved.
Stability Change
Copyright © PMA 2002 Polarity Map ™ 55
5
5
Less Capability to Productively Manage Tension in a Polarity Decreases the Amount of Upside Benefits Available to Your Organization
Copyright © Robert Jacobs. 2009. All rights reserved.
Stability Change
Copyright © PMA 2002 Polarity Map ™ 56
Competitive Advantage
Can’t Compete
1.
2.
3.
4.
1.
2.
3.
4.
1.
2.
3.
4.
1.
2.
3.
4.
Negative Results of Over-focusing on Stability to the Neglect of
Change
Neutral Name of Left Pole
Positive Results of Focusing on
Stability
Why?
Guide to Polarity Map Content
Negative Results of Over-focusing on Change to the Neglect of Stability
Neutral Name of Right Pole
Positive Results of Focusing on Change
GPS = Greater Purpose Statement
Deeper Fear
*
* Thanks to John Scherer, Center for Work and the Human Spirit
ChangeStability
Copyright © PMA 2002 Polarity Map ™ 57
Polarities are like an undertow within the ocean shore. As the water breaks on the shore, not all of it goes back to sea directly under the waves coming in. Some of the water flows parallel to the shore to an area where the ocean floor is a little deeper. As it flows to this low area from both directions, this water flowing parallel with the shore will merge and become a river flowing out to sea. This river out to sea can be quite powerful and increases in power when there is a storm and the waves are bigger.
When someone is caught by a large breaking wave and pulled under, it is easy to get disoriented. When they do get to the surface and look for shore, they may be surprised to see how far out they are. The natural tendency is to swim toward shore. However, this misunderstanding of their circumstance could be deadly. If they are in this “river” within the ocean which is flowing very rapidly out to sea, they will not be able to get to shore no matter how hard they try or how good a swimmer they are. It would be like trying to swim up stream in a very fast flowing river.
What makes this situation especially dangerous for them is that they do not understand the context in which they are caught. Once they understand the context, they will swim parallel with the shore until they get beyond the edge of the “river” which is flowing out to see. Then they can swim in to shore.
Knowing about polarities and how they work is like knowing how the undertow works. Those who understand the underlying currents (the oscillation between two poles of a polarity) will be able to tap these forces rather than become a victim of them. Someone who understands how polarities look and work is like a surfer who understands how undertows work. They are able to ride the “river” flowing out to sea on their surf boards as a way to get out through the breaking waves. Then they can paddle to the edge of the “river” and catch a wave to ride in to shore. What to the unknowing can be a danger can become a source of creativity, fun, and adventure to those who understand how the currents work.
45
Copyright © PMA 2002 Polarity Map ™ 58
GETTING UNSTUCK
SUSTAINED SUCCESS
FAILURE
STABILITY CHANGEand
Continuity
Core Values
Tap past and present wisdom
New energy and direction
Creativity
Tap new wisdom
Stagnation
Loss of energy
Missed opportunities
Lose continuity
Lose core values
Foolish risk
34
Copyright © PMA 2002 Polarity Map ™ 59
GETTING UNSTUCK
COMPETITIVE ADVANTAGE
CAN’T COMPETE
STABILITY CHANGEand
Continuity
Core Values
Tap past and present wisdom
New energy and direction
Creativity
Tap new wisdom
Stagnation
Loss of energy
Missed opportunities
Lose continuity
Lose core values
Foolish risk
1
35
SUSTAINED SUCCESS
FAILURE
Copyright © PMA 2002 Polarity Map ™ 60
GETTING UNSTUCK
COMPETITIVE ADVANTAGE
CAN’T COMPETE
STABILITY CHANGEand
Continuity
Core Values
Tap past and present wisdom
New energy and direction
Creativity
Tap new wisdom
Stagnation
Loss of energy
Missed opportunities
Lose continuity
Lose core values
Foolish risk
1
2
35
SUSTAINED SUCCESS
FAILURE
Copyright © PMA 2002 Polarity Map ™ 61
GETTING UNSTUCK
COMPETITIVE ADVANTAGE
CAN’T COMPETE
STABILITY CHANGEand
Continuity
Core Values
Tap past and present wisdom
New energy and direction
Creativity
Tap new wisdom
Stagnation
Loss of energy
Missed opportunities
Lose continuity
Lose core values
Foolish risk
1
2
3
35
SUSTAINED SUCCESS
FAILURE
Copyright © PMA 2002 Polarity Map ™ 62
GETTING UNSTUCK
COMPETITIVE ADVANTAGE
CAN’T COMPETE
STABILITY CHANGEand
Continuity
Core Values
Tap past and present wisdom
New energy and direction
Creativity
Tap new wisdom
Stagnation
Loss of energy
Missed opportunities
Lose continuity
Lose core values
Foolish risk
1
2
3
4
35
SUSTAINED SUCCESS
FAILURE
Copyright © PMA 2002 Polarity Map ™ 63
GETTING UNSTUCK
COMPETITIVE ADVANTAGE
CAN’T COMPETE
STABILITY CHANGEand
Continuity
Core Values
Tap past and present wisdom
New energy and direction
Creativity
Tap new wisdom
Stagnation
Loss of energy
Missed opportunities
Lose continuity
Lose core values
Foolish risk
1
2
3
4
535
SUSTAINED SUCCESS
FAILURE
Copyright © PMA 2002 Polarity Map ™ 64
Anticipating the Learning Curve
Lose continuityLose core valuesFoolish risk
ContinuityCore ValuesTap past and present wisdom
StagnationLoss of energyMissed opportunities
New energy and directionCreativityTap new wisdom
Competitive Advantage
Can’t Compete
and ChangeStability
36
SUSTAINED SUCCESS
FAILURE
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Anticipating the Learning Curve
1. When a shift to another pole represents a relatively new experience, you are likely to get the downside of the new pole before its upside.
2. Those resisting the move to the relatively new pole are asked to:
a. Hold onto the upside of their preferred pole;
b. Tolerate, to some degree, the downside of their less preferred pole as part of the learning process.
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Restorative Justice
Injustice
Grace General Amnesty - Chile
LawNuremburg Trials - Germany
National amnesia; simmering resentments by the victims of Apartheid as their experiences were denied once again; a past that continues to haunt because it has not been dealt with adequately.
Bloody coup by police or military; huge financial burden of defending state employees; impossibility of meeting legal standards to prove guilt in cases with no surviving witnesses; simmering resentment by accused and their families; a perpetuation of a cycle of violence and retribution.
Justice and Accountability; punishment of aggressors for crimes committed; satisfaction for victims at seeing justice done; and, the importance of remembering the past.
and
Peace and reconciliation; focus on forgiveness, healing and the future; avoid provoking a military coup; save limited funds to build for the future and address the needs of the historically disadvantaged.
Copyright © PMA 2002 Polarity Map ™ 67
Restorative Justice
Injustice
Tapping Law and Grace Within Truth and Reconciliation
* Thanks to John Scherer, Center for Work and the Human Spirit ** Thanks to The Strategy Academy, Rotterdam, The Netherlands
*** Thanks to Todd Johnson, Rivertown Consultants
*
**Positive results from focusing on this left pole:
Justice and Accountability; Punishment of aggressors for crimes committed; Satisfaction for victims at seeing justice done; and, The past is remembered
Positive results from focusing on this right pole:
Peace and reconciliation; Focus on forgiveness, healing and the future; Avoid provoking a military coup.Save limited funds to build for the future and address needs of historically disadvantaged.
Negative results of over-focusing on this left pole to the neglect of the right pole:
Bloody coup - police or military; Huge $ burden of defending state employees; Impossible to meet standards to prove guilt in cases with no surviving witnesses; Simmering resentment by accused and their families; and, Perpetuation of a cycle of violence and retribution.
Negative results of over-focusing on this right pole to the neglect of the left pole:
National amnesia; Simmering resentments by the victims of Apartheid as their experiences were denied once again; A past that continues to haunt because it has not been dealt with adequately.
Early Warnings***
Measurable indicators (things you can count) that will let you know that you are getting into the downside of this left pole.
1.
Early WarningsMeasurable indicators (things you can count)
that will let you know that you are getting into the downside of this right pole.
1.
andGrace
General AmnestyChile
LawNuremburg Trials
Germany
Action StepsHow will we gain or maintain the positive results from focusing on this right pole? What? Who? By When? Measures?
1.Offer amnesty for abuses to which offenders have publicly admitted during the process.2.Give victims and victims families an opportunity to forgive and lighten the load of resentment and rage.3.Give the abusers an opportunity for admission and forgiveness.
Action StepsHow will we gain or maintain the positive results from focusing on this left pole? What? Who? By When? Measures?
1.Have people come forward and publicly own up to abuses they committed under apartheid.2.Bring the victims and the victim’s family to the session in which the abuses to them or their family is admitted.
Copyright © PMA 2002 Polarity Map ™ 68
Safe, Healthy Country
Unsafe, Unhealthy Country
Anticipating the Learning Curve in Post-Apartheid South Africa
* Thanks to John Scherer, Center for Work and the Human Spirit ** Thanks to The Strategy Academy, Rotterdam, The Netherlands
*** Thanks to Todd Johnson, Rivertown Consultants
*
**Positive results from focusing on this
left pole:
FreedomUniqueness
Positive results from focusing on this right pole:
EqualityConnectedness
Negative results of over-focusing on this left pole to the neglect of the right pole:
InequalityIsolation
(Apartheid)
Negative results of over-focusing on this right pole to the neglect of the left pole:
Loss of Freedom
AndUniqueness
Action StepsHow will we gain or maintain the positive
results from focusing on this right pole? What? Who? By When? Measures?
1.Affirmative action
2.Quotas and targets in sports teams
Action StepsHow will we gain or maintain the positive
results from focusing on this left pole? What? Who? By When? Measures?
1.
Early Warnings***
Measurable indicators (things you can count) that you are getting into the downside of this left pole. Who will know?
1.
Early WarningsMeasurable indicators (things you can count)
that you are getting the downside of this right pole. Who will know?
1.
RSAWhites
Copyright © PMA 2002 Polarity Map ™ 69
Higher Purpose = Why Balance This Polarity?
Deeper Fear from Lack of Balance?
One family member (Part) & The family (Whole)
* Thanks to John Scherer, Center for Work and the Human Spirit ** Thanks to The Strategy Academy, Rotterdam, The Netherlands
*** Thanks to Todd Johnson, Rivertown Consultants
*
**Positive results from focusing on this
left pole:
FreedomUniqueness
(Special Coat)
Negative results of over-focusing on this left pole to the neglect of the right pole:
InequalityIsolation(Sold into slavery by brothers)
Negative results of over-focusing on this right pole to the neglect of the left pole:
Loss of Freedom
AndUniqueness
Early Warnings***
Measurable indicators (things you can count) that will let you know that you are getting into the downside of this left pole.
1.
Early WarningsMeasurable indicators (things you can count)
that will let you know that you are getting into the downside of this right pole.
1.
Action StepsHow will we gain or maintain the positive
results from focusing on this right pole? What? Who? By When? Measures?
1.
Action StepsHow will we gain or maintain the positive
results from focusing on this left pole? What? Who? By When? Measures?
1.
FamilyJoseph
Positive results from focusing on this right pole:
EqualityConnectedness
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Higher Purpose = Why Balance This Polarity?
Deeper Fear from Lack of Balance?
One Province (Part) & The Country (Whole)
* Thanks to John Scherer, Center for Work and the Human Spirit ** Thanks to The Strategy Academy, Rotterdam, The Netherlands
*** Thanks to Todd Johnson, Rivertown Consultants
*
**Positive results from focusing on this
left pole:
FreedomUniqueness
Negative results of over-focusing on this left pole to the neglect of the right pole:
InequalityIsolation
Negative results of over-focusing on this right pole to the neglect of the left pole:
Loss of Freedom
AndUniqueness
Early Warnings***
Measurable indicators (things you can count) that will let you know that you are getting into the downside of this left pole.
1.
Early WarningsMeasurable indicators (things you can count)
that will let you know that you are getting into the downside of this right pole.
1.
Action StepsHow will we gain or maintain the positive
results from focusing on this right pole? What? Who? By When? Measures?
1.
Action StepsHow will we gain or maintain the positive
results from focusing on this left pole? What? Who? By When? Measures?
1.
CanadaQuebec
Positive results from focusing on this right pole:
EqualityConnectedness
Copyright © PMA 2002 Polarity Map ™ 71
Safe, Healthy Planet
Unsafe, Unhealthy Planet
One Country (Part) & International Community (Whole)
* Thanks to John Scherer, Center for Work and the Human Spirit ** Thanks to The Strategy Academy, Rotterdam, The Netherlands
*** Thanks to Todd Johnson, Rivertown Consultants
*
**Positive results from focusing on this
left pole:
FreedomUniqueness
Negative results of over-focusing on this left pole to the neglect of the right pole:
InequalityIsolation
Negative results of over-focusing on this right pole to the neglect of the left pole:
Loss of Freedom
AndUniqueness
Action StepsHow will we gain or maintain the positive
results from focusing on this right pole? What? Who? By When? Measures?
1.
Action StepsHow will we gain or maintain the positive
results from focusing on this left pole? What? Who? By When? Measures?
1.
Early Warnings***
Measurable indicators (things you can count) that you are getting into the downside of this left pole. Who will know?
1.
Early WarningsMeasurable indicators (things you can count)
that you are getting the downside of this right pole. Who will know?
1.
HumanityUSA
Positive results from focusing on this right pole:
EqualityConnectedness
Copyright © PMA 2002 Polarity Map ™ 72
Safe, Healthy Planet
Unsafe, Unhealthy Planet
One Country (Part) & International Community (Whole)
* Thanks to John Scherer, Center for Work and the Human Spirit ** Thanks to The Strategy Academy, Rotterdam, The Netherlands
*** Thanks to Todd Johnson, Rivertown Consultants
*
**Positive results from focusing on this
left pole:
FreedomUniqueness
Negative results of over-focusing on this left pole to the neglect of the right pole:
InequalityIsolation
Negative results of over-focusing on this right pole to the neglect of the left pole:
Loss of Freedom
AndUniqueness
Action StepsHow will we gain or maintain the positive
results from focusing on this right pole? What? Who? By When? Measures?
1.
Action StepsHow will we gain or maintain the positive
results from focusing on this left pole? What? Who? By When? Measures?
1.
Early Warnings***
Measurable indicators (things you can count) that you are getting into the downside of this left pole. Who will know?
1.
Early WarningsMeasurable indicators (things you can count)
that you are getting the downside of this right pole. Who will know?
1.
NatureHumanity
Positive results from focusing on this right pole:
EqualityConnectedness
Copyright © PMA 2002 Polarity Map ™ 73
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, Riverton Consultants
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
Deeper Fear from lack of balance
Greater Purpose Statement (GPS) - why balance this polarity?*
**
and
Polarity Management® Map
Tsarist(Part)
Communist(Whole)
Thriving Nation
Declining Nation
• Freedom for some to empower themselves or inherit power.
• Uniqueness affirmed for those with power.
• Initiative supported for individuals at top of hierarchy.
• Equality emphasized for everyone – we are all “comrades.”
• Connectedness – we are in this together.
• Collaboration supported on behalf of the community.
• Gross inequality with increasing gap between haves and have-nots.
• Isolation and resentment of Tsar.
• Resentment for top of hierarchy.
• Loss of freedom by all for self-empowerment.
• Excess conformity demanded by the state.
• Loss of individual initiative and creativity.
Copyright © PMA 2002 Polarity Map ™ 74
Polarity Map © 1992, 2008 Polarity Management Associates, LLC
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
Deeper Fear from lack of balance
Greater Purpose Statement (GPS) - why balance this polarity?*
**
andPart Whole
Thriving Nation
Declining Nation
• Freedom (liberty)
• that among these are life liberty and the pursuit of happiness.
• Equality
• We hold these truths to be self-evident that all men are created equal, that they are endowed by their Creator with certain unalienable rights
• Inequality • Loss of Freedom
Polarity Management® Map
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Polarity Map © 1992, 2008 Polarity Management Associates, LLC
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
Deeper Fear from lack of balance
Greater Purpose Statement (GPS) - why balance this polarity?*
**
andPart Whole
Thriving Nation
Declining Nation
• Freedom (liberty)
• Four score and seven years ago our fathers brought forth on this continent, a new nation conceived in liberty,
• Equality
• And dedicated to the proposition that all men are created equal.
• Inequality • Loss of Freedom
Polarity Management® Map
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Higher Purpose = Why Balance This Polarity? Synergistic value – achieve the company vision. Greater value to company
Deeper Fear from Lack of Balance? Some of the existing BU’s will not exist
Fortune 100 Company - USA
* Thanks to John Scherer, Center for Work and the Human Spirit ** Thanks to The Strategy Academy, Rotterdam, The Netherlands
*** Thanks to Todd Johnson, Rivertown Consultants
*
**Positive results from focusing on this
left pole:
1. Reason to believe – further along on the life cycle – operational
2. More clear goals/focus
3. Brings in cash
4. Speed/nimble
5. Easier for employees & customers to be connected (more traditional)
6. High level of control within the BU
7. BU initiative and creativity
8. Products/services better defined
9. Aligning ee interest/skill sets w/BU
Positive results from focusing on this Right pole:
1. Synergy/coordination
2. Strategic advantage (distinctive)
3. Greater leverage of capabilities and broader skill set
4. Integrator
5. New revenue streams
6. Insulation of ingredient sales
7. Different customer relations
8. More emphasis on intangibles (IP)
9. Less capital intensive
10.Knowledge generation/sharing
Negative results of over-focusing on this left pole to the neglect of the Right pole:
1. Higher costs/duplication of effort
2. Focus is too narrow/siloed/myopic
3. Loss of biz opps
4. Less sustainability of value
5. Lessened ability to integrate techs
6. Less leverage of capabilities
7. Less competitive advantage
8. More intense external competition
9. Less knowledge sharing
10.Less employee networking/career opps
Negative results of over-focusing on this Right pole to the neglect of the Left pole:
1. More overhead
2. Bureaucratic and slow
3. Lack of clarity (internally & externally)
4. Lack of focus on ingredient sales
5. Narrower customer base
6. Slower to market/slower dev of new ingredients
7. Loss of cash flow
8. Loss of some specific capabilities or individuals (specialty ingred skills)
Action StepsAction steps to gain or maintain the positive
results from focusing on the Right pole.
1. Merging common functions and assets (quantifying and creating synergy value) – see budget mtg action list (end of April)
2. Specifically plan projects that grow ingredient sales – Sal by June 1, 2003
3. Target key BU customers and take an integrated/systems approach to unseat the incumbent
4. BUs forwarding project ideas and/or customers for solutions approach for the company (Corp. Steering Team)
5. Within BUs, develop ingredients or derivative systems that achieve company goals (i.e. achieve consumer needs) – Bob and Bruce initial discussion by May 14, 2003
6. Share/assign xxx contacts between BUs and CST, identify ee within BU to lead sales effort with specific customer – Bob to get xxx list compiled by June 15, 2003 – Mary and Sam to assign appropriate sales contact for target customers by May 14, 2003
Action StepsAction steps to gain or maintain the positive
results from focusing on this left pole.
1. Higher capital authority level (increase amount for BU) and processing speed – Bob and Dave will make recommendation – May 14, 2003
2. Take a common customer approach with 3-5 selected customers (where we have them between BUs and/or w/company, work together synergistically) – Sam – May 14, 2003
3. Mary & Ed meet to share customers and have a common sales approach
4. Joint sales training (more sophisticated) – have initial design discussions
5. Joint development of ingredient systems (look harder when we go to a customer about other systems we have access to in the company – work together with the company to figure out how we are going to develop ingredient systems) – SEE COMPANY UPSIDE 4 and 5 GREEN FLAGS
Early Warnings***
Measurable indicators (things you can count) that will let you know that you are getting into the downside of the left pole.
1. We don’t address the duplication of effort (trend line on SG&A as a percentage of gross profit)
2. Platform “the approach” revenue goals are not met
3. Less knowledge sharing (how measure? Call reports?)
Early WarningsMeasurable indicators (things you can count)
that will let you know that you are getting into the downside of the Right pole.
1. Meeting audit (measure of value, speed of decision making)
2. BU revenue goals are not met
3. Shrinking BU customer base
4. Engagement survey q’s that relate to lack of clarity
CompanyBU
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Copyright © PMA 2002 Polarity Map ™ 77
Polarity Management™ BibliographyANNOTATED BIBLIOGRAPHY References for Implementing Polarity Thinking – Below are recent books that provide application and examples of Polarity Management 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. Below is a short, annotated list of books with this theme: 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.
Copyright © PMA 2002 Polarity Map ™ 78
Polarity Management™ BibliographyElsner, 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.
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.
Charles Hampden-Turner has written several books on the advantage of managing dilemmas in which his research shows that those companies that manage key dilemmas well outperform those that don't. Hampden-Turner, Charles and Alfons Trompenaars. The Seven Cultures of Capitalism: Value Systems for Creating Wealth in the United States, Japan, Germany, France, Britain, Sweden, and The Netherlands. New York: Doubleday, 1993. ---.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.”
Copyright © PMA 2002 Polarity Map ™ 79
Polarity Management™ BibliographyMartin, 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. What he means by "managing contention" is managing polarities/dilemmas/paradoxes and he identifies 7 giving examples of each.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. In other words attending to company interests & the interests of the larger community in which the company exists.