Xperience® *Polarity Management®! by Cliff Kayser

POLARITY MANAGEMENT TRAINING

I call it the “Whack-a-Mole” effect when clients report they had a problem and solution and just when they thought it was solved, another problem popped-up practically at the same time to replace it. If that’s happened to you and you think the two "problems" may in some way be related -- you’re probably right. Whenever I hear that familiar story or see a chronic issue for an individual, team or organization, I know it's a "polarity." A polarity requires “both/and" thinking and can only be managed, not solved. When a polarity is treated as an "either/or" problem-to-solve, things get nasty, and ever-nastier until the vicious cycle is broken.

Since 2006 I’ve had the privilege of working closely with an absolutely amazing man, Dr. Barry Johnson, and his cadre of equally amazing Associates who use the Polarity Management Model and set of principles. Dr. Johnson has been developing Polarity Management since 1975; an outgrowth of GESTALT, which focuses on a FIGURE-GROUND relationship, “what is” in a human system and the predictable “cycle of experience.” Polarity Management fits my criteria for any model/approach Xperience® uses in its practice of coaching and organization development:

1) IT WORKS and GETS IMMEDIATE ACTION-ORIENTED RESULTS,
2) IT MUST BE MEASURABLE,
3) IT MUST BE SUSTAINABLE OVER TIME, and
4) IT MUST PROMOTE INDIVIDUAL, TEAM/UNIT, or ORGANIZATIONAL WHOLENESS.

My definition of a polarity that borrows from Dr. Johnson and other experts in the field of polarities, dilemmas, paradoxes, and tensions is:
“An interdependent pair of values and the infinite dynamic interplay of predictable human experiences occurring between them that result in maximized performance and sustainability when intentionally directed toward the Higher Purpose/s that both values share.”

The distinction between a problem and a polarity is simply and elegantly illustrated in the following quote by Niels Bohr:

“The opposite of a correct statement is an incorrect statement, but the opposite of a profound truth is another profound truth.”

Managing a polarity differs from solving a problem in that polarities defy a clear, distinct “final” solution due to their interdependent nature -- both values must be attended to in some way if the individual, team, organization or nation state is to survive, thrive, and sustain itself over time. This is why polarities require supplementing traditional “either/or” problem-solving thinking with “both/and” Polarity Management thinking. Let’s look at both of these important ways of thinking in simple examples.

“Either/or” problems to solve can be objectively assessed as correct/incorrect, right/wrong, etc. If I disagreed with you over the problem statements below, one of us would be right, one would be wrong and the correct assertion could be fairly easily proved or disproved:
Two plus two equals four
Two plus three equals four

The sun revolves around the earth
The earth revolves around the sun

“Both/and” polarities contain two equally important and valid points-of-view/truths that are interdependent, which makes “solving” a polarity impossible. Below are two polarities, Planning and Implementation, and Activity and Rest. Notice that neither contains a clear, objectively provable “right” answer. If we disagreed with each other over either of the pairs of statements below, we would be in for a very long and/or inconclusive argument:

Planning is more important over time than implementation in a high-performing organization.
Implementation is more important over time than planning in a high-performing organization.

In maintaining a healthy lifestyle, Activity is more important than Rest.
In maintaining a healthy lifestyle, Rest is more important than Activity.

With polarities there is an ongoing dynamic interplay of human experiences and choices related to the poles – an infinity loop -- which contains two equally valid points-of-view/truths from a “both/and” polarity thinking perspective, as indicated in the following statements:

“Both planning and implementation are necessary over time for high-performing organizations”
“Low-performing organizations both plan and implement poorly over time.”

“Both activity and rest are necessary over time to achieve a healthy lifestyle.”
“Unhealthy lifestyles result from managing both activity and rest poorly over time.”

Watch how any attempt to “solve” a polarity in a traditional “either/or” problem-solving sense results in varying degrees of difficulty regardless of the level of system -- individual, interpersonal, teams, organizations, nation states, and internationally. If I hold the view that planning is the “right” answer and your view is that implementation is the “right” answer, our competition to “win” the argument from an “either/or” mindset will result in high potential for a vicious cycle of negative activity of human experience/s. The “Whack-a-mole” effect is the experience of Oscillation, Vicious Cycles, and Entropy (energy dedicated to non-productive uses in a human system).

Several examples of polarities from business literature appear below:

10 Polarities in “Level 5 Leadership”
From Good To Great by Jim Collins

Self AND Organization
Willfulness AND Humility
Debate AND Unity
Candor AND Diplomacy
Reality AND Faith
Deep Understanding AND Simplicity
Discipline AND Entrepreneurship
Technology Fads AND Pioneering
Evolutionary AND Revolutionary
Preserve Core AND Stimulate Change

6 Cross-Cultural Polarities
From Building Cross-Cultural Competence by Charles Hampden-Turner and Fons Trompenaars

Universalism AND Particularism
Individualism AND Communitarianism
Specificity AND Diffuseness
Achieved AND Ascribed Status
Inner Direction AND Outer Direction
Sequential AND Synchronous

5 Cross-Cultural Polarities
From Cultures Consequences by Geert Hofstede

High Power Distance AND Low Power Distance
High Uncertainty Avoidance AND Low Uncertainty Avoidance
Individualism AND Collectivism
Masculinity AND Femininity
Long Term AND Short Term

12 Leadership Polarities
From Polarity Management Associates

Conditional Respect AND Unconditional Respect
Task AND Relationship
Candor AND Diplomacy
Responsibility AND Freedom
Confidence AND Humility
Analysis AND Encouragement
Control AND Empowerment
Grounded AND Visionary
Structure AND Flexibility
Logic AND Creativity
Individual AND Work Group
Planning AND Implementation

Team Development
Xperience® helps individuals, teams/units, and organizations get “unstuck” or learn to identify and manage polarities. This competency helps:
-save time and energy not trying to solve problems which are unsolvable
- foster a clearer understanding of the resistance they may face and how to utilize it for organizational changes they wish to make
- they will be more effective leaders and individual contributors when negotiating with those in opposition to their changes
- they may be more effective managing conflict
- they will be able to anticipate and minimize problems that occur within a workplace when polarities are not managed well
- decision making will improve when leaders learn the power of the "and" and don't rely exclusively on “either/or” thinking

Change
Xperience® helps individuals, teams/units, and organizations undergoing change, which always involves competing interdependent values – that of status quo/stability and innovation/change. Often, there are negative labels attached to the individuals holding these poles that range from "Sticks-in-the-mud” on the one hand and “Naïve Complainers” on the other -- both sides are actually "right", and they are also incomplete.

When you, your team/unit, or organization is ready to stop playing “whack-a-mole,” Xperience® can help use resistance as a resource to help you attain and sustain your desired results.

* Polarity Management is a theory, process, and tool developed by Barry Johnson, PhD. of Polarity Management Associates. Cliff Kayser is an Associate of Polarity Management Associates and certified to deliver Polarity Management training.