Memo

To: Senior Managers, Global Computer Solutions

From: Lynette K. Lee, Vice President of Human Resources

Date: October 5, 2012

Subject: Polarity Management: Autocratic vs. Participatory Management

You’ve heard the term polar opposites it is used to describe objects, situations, or even people that are very different. North and South poles; yin and yang, dark and light are just a few of the hundreds of phrases used to illustrate polar opposites and their distinct differences. The term polar opposites are often used to brand or categorize things we like or good things versus things we don’t like or bad things. Polarities are persistent issues that are inevitable and unsolvable. The issues or conflicts seem very diverse, but operate at the same time. Sometimes a manager will experience a “damned if I do, damned if I don’t feeling, that is when you have a polarity.
Polarity management has been around since early 1975 and continues to be a challenge to companies today. Polarities consist of two interdependent opposites that have two or more answers (Johnson, 1998). Polarities are two issues or conflicts on two far reaching ends of the spectrum, which have no reasonable solution. Each spectrum or pole has advantages as well as disadvantages (Noll, 2002). It is very important to recognize instances of polarity in management situations. If one pole is underlined or a solution is developed it leaves the other pole unresolved thus starting a vicious cycle. The value in comprehending polarities is the understanding they cannot be solved, but only be managed (Noll, 2002). Once this key element is realized it becomes much easier to deal with the issue at hand. Some of the basic polarities found in business are: • Cost and Quality
• Centralization and Decentralization
• Autocratic and Participatory
• Stability and Change
• Individual