Kaplan University

Polarity Paper

Prepared by Earl Ploche, Jr.

December 31, 2012

Polarity Paper

Polarities and Polarity Management

Polarities are areas, dilemmas, issues, or conflicts that exist within an organization that cannot be solved. “Most organizational dilemmas confront us with polarities that we must manage rather than resolve once and for all.” (Hirschhorn, 2001, p. 12) The ability to identify and manage polarity within an organization is critical to its success. Within an organization, group, or team there are two categories of polarities that can be identified. Affective polarity refers to the interpersonal struggle based on the informal characteristics among the group or team members and substantive polarity refers to the intellectual struggle based on task-oriented opposition. (van Engelen, Kiewiet, & Terlouw, 2001, p. 50) Polarities are normally viewed negatively because they hamper the progress of work within a team, group, and organization and many believe they should be avoided or immediately resolved. (Kratzer, Leenders, van Engelen, 2006, p. 97) However, some believe that it is only through conflict and disagreement can a team, group, or organization gain ground breaking innovation and progress. (van Engelen, Kiewiet, & Terlouw, 2001, p. 48) To capitalize on the progress that can be gained from a conflict, it must be managed effectively.
There are some polarities that are continuous within a team, group, and organization and must be properly managed by the leaders. A study by Thomas and Schmidt found that managers “have to spend over 20 percent of their time in handling conflict.” (Kratzer, Leenders, van Engelen, 2006, p. 97) There are six major polarities that leaders must manage effectively. These polarities include: 1. Big picture versus attention to details – Leaders must be able to keep the future “completion