by Cliff Kayser, IDG Ambassador, Aconcagua Cohort

NOTE: ChatGPT often uses the INCORRECT versions shown below.

TIP #1: Use “And” Instead of “VS”

It’s easy to fall into the habit of using “VS” between the two poles of a polarity—but this creates confusion because a polarity requires both poles. Using “VS” implies opposition and that one side must be chosen—which is false and unsustainable.

❌ Incorrect: “Activity VS Rest”

✅ Correct: “Activity AND Rest”

 Shifting from the “VS” to “And,” requires conscious effort—and friendly reminders to one another is about the only thing to break the habit…

TIP #2: What a Polarity Is and Isn’t

A Polarity Is

Two interdependent positives that support a greater purpose shared by both poles of the polarity.

✅ Example: Activity AND Rest

      • Greater purpose: A healthy lifestyle

Avoid referring to each pole as its own polarity—this muddies the concept.

❌ Incorrect: “The polarity of Activity and the polarity of Rest”

REMEMBER: The “greater purpose” (the why) behind a polarity is often forgotten in polarity discussions—and it can be a helpful reminder that a particular greater purpose is only possible without both pole value upsides.

Each pole has:

  • Unique upside benefits that help achieve the greater purpose
  • Unique downside risks that can derail progress to the greater purpose

🌀 Example: the Polarity of IDG And SDG has a Greater Purpose to ________ :
Accelerate the process to sustain life on Earth and live in harmony with nature.

A Polarity Isn’t

  • A contrast between positive and negative qualities.
    • ❌ Incorrect: Burnout VS Rejuvenation, Lazy VS Active

TIP #3: Use “Leveraging” Instead of “Balancing”

“Balancing” is suboptimal and mediocre performance in a polarity (we get some upsides and downsides).
“Leveraging” means:

  • Maximizing the upside of both poles enabling Virtuous Cycles
  • Minimizing the downside limitations avoiding Vicious Cycles
  • Attaining and sustaining the greater purpose of the polarity

NOTE: “Balancing” is better than dysfunctional Vicious Cycles—but still falls short of of Leveraging.

TIP #4: “Either/Or Thinking” AND “Both/And Thinking” Is Itself a Polarity

It’s tempting to say we should replace Either/Or Thinking with Both/And Thinking—but doing that is an example of Either/Or Thinking! An example for how easy it is to advocate for Both/And is Good to Great, in which Jim Collins urges us to avoid the “Tyranny of Or” and embrace the “Genius of And.” But that’s not the whole story. We must also recognize:

✅ The Genius of Or

⚠️ The Tyranny of And

The gateway to polarity wisdom is recognizing the value and limits of both thinking competencies. There are:

✅ Benefits to Either/Or Thinking (valence toward Technical Leadership)

✅ Benefits to Both/And Thinking (valence toward Adaptive Leadership)

Sustainable systems leadership requires leveraging BOTH thinking competencies. True, we tend to overuse Either/Or Thinking—so emphasizing Both/And may be a needed shift (the title of polarity-guru Barry Johnson’s book is “And”)! However, Barry acknowledges early in the book the value of Either/Or Thinking and how its benefits can lead to new blind spots – notably, ones that are most likely appear in communities with strong orientations to Adaptive Leadership. (This will be discussed in an IDG-sponsored Webinar with Barry Johnson on June 17th.)

“Top 10” List of Polarity Principles:

  1. They are interdependent pairs that need each other over time and energy systems in which we live in and which live in us.
  2. Polarities have been important in history and in our lives – so, not a new “flavor of the week.”
  3. Polarities go by different names in the literature: Paradox, Dilemma, Tensions, etc.
  4. Leaders, teams, and organizations that leverage polarities well outperform those who don’t.
  5. Each polarity is an energy system, which flows around both poles in the shape of an infinity loop.
  6. The polarity energy system is leverage-able. When this is done well, virtuous cycles are created, which leads to:

-Increased speed
-Attainability of desired results
-Sustainability of desired results

  1. When a polarity is seen as a problem to solve or one pole is empowered to the neglect of the other, a vicious cycle is created. When you over-focus on one pole, first you get the downside of the pole on which you over-focus, then you get the downside of the other pole as well.
  2. All polarities contain two points of view, which are absolutely true AND they are a part of a pair of truths that need each other over time. To get “unstuck” seek first to understand the others’ truth and then supplement it with your own.
  3. Polarity thinking uses AND to connect the two poles. Problem solving often uses OR. Leveraging Polarities AND Solving Problems is a polarity.
  4. Being able to assess how well you are leveraging a polarity or set of polarities is essential to sustaining success.

Here’s a Slightly More Thorough Explanation of the Top 10 List of Principles:

    1. Polarities are interdependent pairs that need each other over time – like inhaling needs exhaling; activity needs rest.
    2. Polarities have been important in history and in our lives: History – Justice AND Mercy; Law AND Grace; or, Yin AND Yang show up in our religious traditions. Our lives – Our parents taught us to “share” which involves Taking care of ourselves AND Taking care of others.
    3. Polarities go by different names: Paradox, Dichotomies, Dilemma, Tensions, Opposite Strengths, Competing Values, Contradictions, Wicked Problems, Dualities, and Dual Strategy Cultures.
    4. Leaders and organizations that leverage polarities well outperform those who don’t. Leadership Polarities include: Visionary AND Grounded; Self Assured AND Humble; Clear AND Flexible. Organizational polarities include: Centralized AND Decentralized; Mission AND Margin; Short Term AND Long Term.
    5. Each polarity is an energy system, which flows around both poles in the shape of an infinity loop. Within that loop, there are two upsides, which are the positive results of focusing on each pole. There are also two downsides, which are the negative results of over-focusing on each pole. The natural, self-correction from the downside of one pole is to the upside of the other pole – which will, over time, reach its own limits or downsides creating a need for the self correction to the upside of the original pole.
    6. The polarity energy system is leverage-able by maximizing both upsides (using Action Steps) and minimizing both downsides (using Early Warnings). When this is done well, virtuous cycles are created, which leads to the Greater Purpose with:

      -Increased speed
      -Attainability of desired results
      -Sustainability of desired results

    7. When a polarity is seen as a problem to solve or one pole is empowered to the neglect of the other, a vicious cycle is created which undermines the person or organization leading toward its Deeper Fear. When you over-focus on one pole, first you get the downside of the pole on which you over-focus, then you get the downside of the other pole as well.
    8. All polarities contain two points of view. Each contains an upside value and an equally powerful, diagonal downside fear. Both points of view are absolutely true AND they are a part of a pair of truths that need each other over time. To get “unstuck” seek first to understand the others’ truth and then supplement it with your own.
    9. Polarity thinking uses AND to connect the two poles. Problem solving often uses OR in which you must choose the correct or best answer. Polarity thinking is a supplement to Solving Problems, not a replacement. Leveraging Polarities AND Solving Problems is a polarity.
    10. Being able to assess how well you are leveraging a polarity or set of polarities is essential to sustaining success. The ability to measure multiple polarities simultaneously for leaders, teams, and organizations is possible using the Polarity AssessmentÔ.