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Polarity Paper

Polarities and polarity management
We have all encountered stubborn problems that never seem to go away. These situations are not really problems waiting to be solved, but instead dilemmas in need of management. We all face dilemmas in our personal and professional lives. These are ongoing, unsolvable issues and unfortunately are unavoidable. According to Johnson (1998), Polarity Management is an insightful way to understand and succeed in mastering some of life’s most complex situations. Polarity management is a method of dealing with complex situations by looking at all aspects of the situation. Seidler (2009) describes polarity management as a model that helps us deal with all dilemmas in life. This approach facilitates the consideration of all perspectives to a situation, thereby avoiding the one right-answer approach. The most comprehensive decisions seek the advantages of all alternatives to a situation.
When encountering a challenging condition, we must first determine if it is a problem we can solve, or an ongoing polarity/dilemma that must be managed. Johnson (1998) suggests two questions for determining whether an issue is a problem or polarity: 1. Is the issue an ongoing challenge? 2. Is the dilemma opposite points of view interdependent?
For every dilemma there exist polarities - interdependent opposites we need to consider in order to create an optimal solution to an issue. These opposing views do not function well independently. In fact, you cannot choose one as a solution while neglecting the other without experiencing negative outcomes because the two sides of a polarity are interdependent. It’s the interdependency between the polarities that creates both the challenge and the opportunity. Polarity Management allows us to leverage the best of both opposites, while avoiding the limitations of each (Johnson, 1998).
The Polarity Framework is used to help manage dilemmas. This framework uses a polarity map to structure the strengths and weaknesses of the two opposing poles so that all perspectives of a situation can be considered in relation to the other. Seidler (2009) indicates this approach enables the management of many organizational problems by achieving a balance between the benefits of two opposite points of view while minimizing the negative results of each.
Caldwell (2007) points out that the goal of polarity management is not to solve the challenges specifically, but to identify the strengths and weaknesses of the two poles that exist within the dilemma and use this knowledge to predict, prepare and manage their potential destructive effects. The object is not necessarily to eliminate all the negative aspects of either pole, but rather to maximize and sustain the potential of maintaining the positive sides of each pole. The key is to focus on the strengths and positive results of both poles, while considering the weaknesses of the opposite poles. It facilitates the effective management of conflict by addressing the weaknesses and building on the strengths of each polar opposite. It is through the combination of both that effective strategies are developed.

The Polarity Map

MARKET SIMULATION TASKS COMPLETED | * Clear roles and responsibilities * Reduced errors * Efficient decision making * Coordination of effort | * Accomplished tasks * Implemented tasks * Timely decisions * Learn from our actions * Collective energy mobilized | PLANNING | ACTION | * Lack of accomplished tasks * Tasks are not implemented * Decisions are not made on time * No learning from actions * Sitting on energy | * Lack of clarity of roles * Increased errors * Inefficient decision making * Lack of coordinated effort | MARKET SIMULATION TASKS NOT COMPLETED |

The above is a polarity map documenting the elements for the need to ‘plan’ and the need to ‘action’ during the simulation by viewing them through Johnson's (1998) polarity model. I identified the opposite points of view as polar opposites – plan versus action - using the qualifying questions: 1. Is the issue an ongoing challenge? Yes because planning and action must be considered in the solution. If I choose planning and neglect action, the negative of action would occur. If I choose action as a final solution and ignore planning, the negative of action would result. Both must be considered in the solution. 2. Is the dilemma opposite points of view interdependent? Yes. Planning and action both depend on each other to achieve the best outcome.
I identified the successful outcome or higher purpose of the dilemma which is the ability to successfully achieve all the market simulation tasks. I identified the worst case situation if this polarity could not be managed well which is the project fails and the market simulation tasks are not completed.

In the polarity map, the advantages or positive results from focusing on each pole are listed in the upper quadrants and negative results from over-focusing on the poles to the neglect of the positive poles are documented in the lower quadrants. This is a polarity because the plan and action activities are interdependent.

Listed in the lower left hand corner are the negative results of over focusing on action. These downside factors to action often result in a recommended solution to move to the opposite positive pole, or the upper right hand corner, where all the benefits of planning are listed. However, there are downsides to planning as well. By over focusing on these factors, individuals tend to then move to the positive or upper left hand quadrant of the model which is action. Effective management of a polarity involves focusing on the positive factors of each point of view, understanding the downsides, and not allowing the negative factors to control decisions and actions.

Applying Polarity Management to your top management team

In a presentation to top management, I would emphasize the objective of the Polarity Management is to get the best of both worlds while avoiding the limits of each. Creating and discovering the content of all aspects to a dilemma is essential for maximum effectiveness and successful management. A polarity map will help address the dilemma of deciding on planning over action by tapping into the strengths of both for optimal, sustainable success.

In order to successfully manage the polarity of plan versus action, I would engage top management in a session to demonstrate the results of a polarity map. I would initiate the meeting with a question: “Should we focus on planning or action in the simulation?” The answer is yes. Using the map for reference, I would describe the two poles in detail, demonstrating both the pros and cons, leading to the conclusion that neither choice is sustainable without the other over time.

If we focus on action activities, we feel a sense of accomplishment, work gets done and we learn new things for the next quarter. This contributes to the higher outcome of a successful simulation. However, if we over-focus on action, we will get the negative effects of action, namely, the increased likelihood for more errors, lack of coordinated effort and a lack of focus or direction. Coincidentally, the pitfalls created as a result of an over emphasis on action are addressed by the benefits of planning. The benefits of focusing on planning include a clear direction, coordinated effort and less waste, which ultimately contributes to the higher purpose as well. The downside to too much planning includes a lack of accomplishment of tasks, missed deadlines and deliverables. Notice how these concerns are addressed by actually focusing on action. If we intentionally work on both planning and action, we increase the likelihood that we will achieve our desired outcome. We can leverage the benefits of planning and action and minimize the negative effects of over-focusing on one over the other. What may appear to be a challenge, can actually turn out to be a critical resource in helping achieve overall business success. People focusing on the opposite pole are actually focusing on the things you are not, but are needed in order to compensate for your pitfalls.

Polarity Management has several advantages. It can help simplify the complexity of a situation without being over simplistic. It will also capitalize on the diversity of the situation by considering all points of view, without alienating any particular side (Seidler, 2009). Polarity management has the potential to convert resistance to an idea to a valuable resource for sustainable, positive action. Polarity management can be used as an effective management tool to foster an environment of open communication and exchange of ideas so that all sides are taken into account. This approach creates an atmosphere that supports both the positive and negative aspects of a particular direction, avoiding the risk of neglecting the consideration of valuable ideas or opinions. This process helps to replace unhealthy disagreements and tension with creativity and innovation. Ultimately, this leads to feelings of inclusion, overall increased participation and engagement towards a sustainable, collective goal.
References –put on a separate page and review proper set up for the reference page
Caldwell, M. (2007). Polarity management. Retrieved November 6, 2012 from http://ezinearticles.com/?Polarity-Management&id=419987
Johnson, B. (1998). Polarity Management. Retrieved November 7, 2012 from www.team-building-leadership.com/polarity_management.html
Seidler, Margaret. (2009). Power Surge: A Conduit for Enlightened Leadership. HRD Press. | | |