Copyright © PMA 2002 Polarity Map ™ 0 Rochester Institute of Technology Polarity Thinking: A Look...

Copyright © PMA 2002 Polarity Map ™ 1

Rochester Institute of Technology

Polarity Thinking: A Look Within

for greater Self-Knowledge

Margaret Seidler, MPA, Polarity Management Masterwww.mypowersurge.com

Material based on work of Barry Johnson, PhD, Founder of Polarity Partnerships, LLC


Preferences

Instructions: In your handout, notice that the twocolumns are related. The items in the left column arerelated to the corresponding item in the right column.

For example, activity and rest are related. Pleaseindicate which of these two items you prefer. So, ingeneral, do you prefer activity or rest? Go through thelist and circle the alternative you prefer. The one onthe left or the one on the right.


Session Purpose

• Reflect and gain more insight about myself as a key contributor to RIT’s success

• Be aware of an approach to help me test the limits of my knowledge and embrace ambiguity

• Alter my thinking in a positive way about possibilities - building on what I’ve already mastered

• Think differently about the issues we face as an organization• Begin to question my own assumptions in the broader context in

service of a shared purpose• Feel energized about how I might approach the next school year

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360 Leader Feedback (1992)

A legend in my own mind!

http://www.google.com/imgres?imgurl=http://www.istockphoto.com/file_thumbview_approve/236998/2/istockphoto_236998-feedback-form.jpg&imgrefurl=http://www.istockphoto.com/file_closeup.php%3Fid%3D236998%26refnum%3Dlittle_bobek&h=302&w=380&sz=44&tbnid=4rcEAPy_3iTFLM:&tbnh=98&tbnw=123&prev=/images%3Fq%3Dphoto%2Bimage%2Bfeedback&usg=__CHdf-JxVKmXCEJQzUb6xH_zSzYA=&ei=I5bUS6jJHZXC9QSiwZ3JDw&sa=X&oi=image_result&resnum=4&ct=image&ved=0CBQQ9QEwAw

http://www.sxc.hu/browse.phtml?f=download&id=866529&redirect=photo


RESILIENCE


The Door Opened Wide (2001)

Dr. Barry Johnson, Founder of Polarity Management


The Magic Bullet…

Values are best served in Pairs!

And, if we fail to recognize this, what makes us strong can also make us weak…

http://www.google.com/imgres?imgurl=http://www.jojoxserie.net/pics/201201/bullet%2520mista.jpg&imgrefurl=http://waronjunk.blogspot.com/2006/01/i-found-bullet-in-my-car.html&h=400&w=600&sz=26&tbnid=W67ud3VShWtE4M:&tbnh=90&tbnw=135&prev=/images%3Fq%3Dbullet%2Bphoto&usg=__RQ4Tde8fov53IpvYmXu89LKWRaQ=&ei=pK7US_y3KI_A9QTkzNjHDw&sa=X&oi=image_result&resnum=2&ct=image&ved=0CAsQ9QEwAQ


Paired values (often competing) that need each other over time in order to achieve a greater purpose

Polarities

Based on the work of Barry Johnson, PhD and Polarity Management Associates

and

Infinity

Is the ongoing nature of polarities… an energy system which is never ending.

and

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and

Polarities have always existed.

Recorded history reflects them.

The research is clear…

Individuals and organizations that intuitively manage polarities out-perform those that don’t.

You have been managing them.


QUICKINSIGHT

There are two truths in every polarity, both of which are accurate but neither of which is complete.

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Activity!!!


andActivity Rest

Negative results from too much

focus on Activity and no Rest

Negative results from too much focus on Rest

and no Activity

Positive results from focusing on

Activity

Positive results from focusing on

Rest

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Rest


andActivity Rest

Experiencing the Upside

Experiencing the Upside

Experiencing the Downside

Experiencing the Downside

Anticipating the Downside

Anticipating the Upside

Anticipating the Upside

Anticipating the Downside

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Professional Leadership Polarities

Task and RelationshipCandor and TactfulnessConfidence and Humility

Critical (Objective) Analysis and EncouragementControl and Empowerment

Structure and FlexibilityLogic and Creativity

Individual Work and TeamworkPlanning and Implementation

Decision Making: Swift and Mindful


Polarity Principles

To manage dilemmas, paradoxes, you recognize that…• Two alternatives that are interdependent,

meaning you can only focus on one pole for so long before you are required to focus on the other pole, like inhaling and exhaling?

• Need each other over time • Indestructible – no matter your preference

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Paradoxical Realities

Professionals who:– are strong, ask for help– share power, gain power– give more, receive more– take the blame, avoid blame– take time, save time– are not simply technicians, lead

Adapted Edward J. Dwyer, 1994


Polarity Map• Serves as a “wisdom organizer”• Provides a container to understand complexity more concretely• Makes visible differing points of view based on preferences• Shows connection and interdependence• Increases “Agility to Change”

• Gives opposing voices a place to be heard and understood in the context of a unifying Greater Purpose (At the end of the day, we all want…)

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Polarity Map™ © 1992, 2008 Polarity Management Associates, LLC / * Thanks to John Scherer, The Scherer Leadership Center / ** Thanks to De Wit & Meyer BV

Preferred Value Point of View

Motivational Value: Humility

Greater Purpose

Deeper Fear

Positive results

Negative results to avoid

Value ???



Missing Point of View

Inter-dependent Value:

Confidence

Greater Purpose

Deeper Fear

Positive results


??? Value


My Leadership Strengths

TaskConfidenceSwift Decision-maker


My Leadership Weaknesses

Task…cold, detachedConfidence…arroganceSwift Decision-maker…leap without looking



One View – Either this…

High Performing Leader

Low Performing

Positive results


Task Relationship



The Other View - Or That…


Low Performing Leader

Positive results


Task Relationship


Strengths in Pairs

Task and RelationshipConfidence and HumilitySwift Mindful and Decision-making

The Power of And


Values = positive results of focus on the left pole

Values = positive results of focus on the right pole

Fears = negative results of over-focus on the left pole to the neglect of the right pole

Fears = negative results of over-focus on the right pole to the neglect of the left pole

Greater Purpose Statement (GPS) - why balance this polarity?*

Deeper Fear from lack of balancePolarity Map™ © 1992, 2008 Polarity Management Associates, LLC / * Thanks to John Scherer, The Scherer Leadership Center / ** Thanks to De Wit & Meyer BV / *** Thanks to Todd Johnson, Rivertown Consultants

andTask Relationship



• Get things done • Concern for those doing the work

• Cold, detached from those doing the work

• Feelings get in the way of work getting done

See the Positives of BOTH








andTask Relationship



• Get things done • Concern for those doing the work

• Cold, detached from those doing the work

• Feelings get in the way of work getting done

See the Positives of BOTH


Greater Purpose

Deeper Fear

andPreferred

ValueInterdependent

Value


and

On-going Movement

Preferred Value

Interdependent Value


and

Strength becomes a Weakness without the Both Over Time

PreferredValue

InterdependentValue

So I have a blind spot

about these positive

results

Because I value

these positive

results

Due to my blind spot,

I end up down here

getting these

negative results

I also fear and want to

avoid these negative

results

Greater Purpose

Deeper Fear

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and

Getting the Positives of both Viewpoints


**

and

Virtuous Cycles and Vicious Cycles

Motivational Value

Interdependent Value







Deeper Fear from lack of balance

**

Polarity Map™ © 1992, 2008 Polarity Management Associates, LLC / * Thanks to John Scherer, The Scherer Leadership Center / ** Thanks to De Wit & Meyer BV / *** Thanks to Todd Johnson, Rivertown Consultants

and

Synergy Achieves a Greater Purpose & Generates New Potential


Values = positive results from focusing on the left pole

Values = positive results from focusing on the right pole

Fears = negative results from over-focusing on the left pole to the neglect of the right pole

Fears = negative results from over-focusing on the right pole to the neglect of the left pole




Tap It - #2 Action Steps

**

and

Action StepsHow will we gain or maintain the positive results from focusing on this left pole? What? Who? By When? Measures?

Action StepsHow will we gain or maintain the positive results from focusing on this right pole? What? Who? By When? Measures?

Early Warnings***

Measurable indicators (things you can count) that will let you know that you are getting into the downside of this left pole.

Early WarningsMeasurable indicators (things you can count) that will let you know that you are getting into the downside of this right pole.

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Values = positive results from focusing on the left pole

Values = positive results from focusing on the right pole

Fears = negative results from over-focusing on the left pole to the neglect of the right pole

Fears = negative results from over-focusing on the right pole to the neglect of the left pole




Tap It - #3 Early Warnings

**

and

Action StepsHow will we gain or maintain the positive results from focusing on this left pole? What? Who? By When? Measures?

Action StepsHow will we gain or maintain the positive results from focusing on this right pole? What? Who? By When? Measures?

Early Warnings***

Measurable indicators (things you can count) that will let you know that you are getting into the downside of this left pole.

Early WarningsMeasurable indicators (things you can count) that will let you know that you are getting into the downside of this right pole.

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Keys

• Both values are important.• They are interdependent, often opposites, that need each other

over time in order to sustain leadership effectiveness• If you over focus on “Task” and neglect “Relationship” you will

get the negative results of “Reality.” The reverse is also true.• To move from the downside of either Value, you must focus on

the interdependent Value.• The oscillation is ongoing……..the natural tension between the

two is unavoidable, unsolvable, indestructible, and can be tapped to raise performance to a higher level.

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Power of the “And”

• Live a better life & stand out from the crowd:

– Embrace extremes on a number of dimensions at the same time

– Instead of choosing A or B, figure out how to have A and B

http://www.dreamstime.com/stock-photography-yin-yang-image7106242


Enlightened Thinking

“The courage to confront problems I can solve and move on,

The skills to manage polarities that will be with me forever,

And the wisdom to distinguish between the two.

My great discovery: that I myself am a polarity to be managed not a problem to be solved!”

Dimis MichaelidesNicosia, Cyprus

June 2011


High Performing Organization

Leaders who managepolarities well out perform those that

don’t

Organizations that manage polarities well

out perform thosethat don’t

Low Performing Organization

and Organizational Development

Leadership Development


Polarities in our Lives

Where polarities exist…– Breathing– Personal and leadership preferences – Group dynamics– Organization issues– State, national and global policies

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Typical Uses of Polarity Management

– Leadership development– Change management– Conflict resolution– Strategic planning– Negotiation– Diversity– Coaching– Team development– Employee surveys– Organizational assessment and

improvement

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Unsolvable Problems to Manage for RIT Greatness…

Should we focus on…

Student Centered and Professional Development & ScholarshipInnovation/Flexibility and Traditional Ways/Structure

Teamwork/Collaboration and Individual InitiativeCross-college Divisions and My DepartmentGrowth of Grants and Quality of Grant Work

Amenities and AcademicsTeaching and Learning

Technology Focus and Research Focus


Thank You!Margaret SeidlerAuthor of Power Surge

For more info go to…www.mypowersurge.com

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Copyright © PMA 2002 Polarity Map ™ 0 Rochester Institute of Technology Polarity Thinking: A Look...

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