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0 Polarity Thinking Essentials

PRESENTED TO:

LEADERSH IP DEVELOPMENT CENTRE | ARA KA IARAHI TANGA

NOVEMBER 2013

PRESENTED BY :

RUSS GASK IN

Polarity Thinking Essentials

Based on work by Barry Johnson and Polarity Partnerships, LLC


Polarities

“The nature of paradox, turning things on

their head, flipping ideas upside-down—

and knowing how to reconcile and ride the

tension of opposites—is at the heart of

leadership and indeed life.”

Sir Paul Callaghan


Introductions

Name

Role

What you do there (spicy and brief!)

One value that’s important to you in your work


Help you see and productively frame “polarity

tensions” at work

• Identify polarity tensions at play

• Frame a conversations from a polarity perspective to turn conflict into collaborative understanding

• Map the polarity tension to create the both-and perspective for better

solutioning

• Distinguish between problems to solve and polarities to leverage

Purpose


Get Oxygen

Too Much

Carbon Dioxide

Release Carbon Dioxide

Not Enough

Oxygen

Die

Thrive

The Dynamic

Inhale Exhale and Live


Let’s try one

The Tension

We work within Political Realities

AND need to deliver Real-world Results


Flow

Introduction to Polarity Thinking

• Distinction

• Definition

• Dynamic

The 5-Step Polarity Approach

S Seeing

M Mapping

A Assessing

L Learning

L Leveraging


Theory & Application

Confidence & Competence

Trust your experience & Trust my process

Take risks & Support one another

Active & Reflective

Be adaptive & Be efficient

Some polarities we are in now


1. Definition

– what they are

2. Dynamic

– how they work

3. Distinction

– why leveraging polarities with

“both/and” thinking is a critical

supplement to problem solving with

“either/or” thinking

The Polarity 3 D’s


Polarities are…

Interdependent value pairs that need

each other over time.

They are energy systems that have a

predictable and leverage-able dynamic,

but are inherently unsolvable.

The Definition


Each polarity is an energy system

oscillating around both poles in the

shape of an infinity loop.

The energy has a predictable flow.

Individuals and the system leverage

these energy systems more or less

efficiently.

The Dynamic


Debrief

Dynamic—predictable flow

Problem-solution view is accurate but

incomplete

We want to “correct” the other perspective


The Distinction: Problems & Polarities

Problems to Solve

They are not ongoing, like 4+4 = 8. You can decide

and move on – there is an

end point.

They are solvable by making

a choice among

alternatives.

They have to do with

positions, actions and

solutions

Polarities to Leverage

Like inhaling and exhaling –

polarity energy is ongoing in the

system – there is no end point as

long as the system is functioning.

Like inhale and exhale, you

cannot solve polarities by making

a choice.

They have to do with underlying

values.


versus AND


Activity: Identifying Polarity Tensions

RULES:

Both pole names need to be neutral or positive

The poles have to have a direct (interdependent) relationship to each other, like Inhale and Exhale; or Activity and Rest

Identify some key polarity tensions you experience most often in your life and work


Ambiguous Clear and


Flexible Clear and


Supportive Bossy and


Supportive Directive and


Activity: Rename the Polarities

1. Rigid & Flexible (Ex: Structured & Flexible)

2. Greed & Giving

3. Anarchy & Order

4. Long-term & Short-sighted

5. Overcontrol & Deregulation

6. Brashness & Diplomacy

7. High risk & Stable

8. Bureaucracy & Autonomy


LANGUAGE CAN MAKE A DIFFERENCE IN HOW THE TENSION IS TREATED…

With Polarities We Use “AND” not VS…

POLARITY THINKING “AND” LANGUAGE:

Theory AND Application

Action AND Reflection

Humility AND Confidence

Continuity AND Change Task Focus AND Relationship Focus

Trust “gut” AND Utilize Data/Analysis

Decentralization AND Centralization

Internal Focus AND External Focus

Directive AND Participative

SOLVING PROBLEM “OR/VS” LANGUAGE:

Theory VS Application

Action VS Reflection

Humility VS Confidence

Continuity VS Change Task Focus VS Relationship Focus

Trust “gut” VS Utilize Data/Analysis

Decentralization VS Centralization Internal Focus VS External Focus

Directive VS Participative

Polarity thinking uses

AND as a conjunction

for the two poles

Problem solving

often uses “OR” and “VS”


The 5-Step process to leverage polarities integrates the Polarity Map™

and the Polarity Approach for Continuity and Transformation (PACT™)

The 5-Step Process

Seeing

Mapping

Assessing

Leveraging

Learning

S

M

A

L

L

Engage Key

Stakeholder

s


All polarities contain two points of view,

both of which are absolutely true

AND they are a part of a pair of truths

that need each other over time.

Seeing Polarities

23 Polarity Thinking Essentials http://atlindas.com/wp-content/uploads/2007/10/spinninggirl.gif

Can you supplement your initial view with an alternate view?

Leveraging Polarities is about supplementing one point of view with its interdependent pair.

Which way is she turning?

http://atlindas.com/play/spinning-girl/

http://atlindas.com/wp-content/uploads/2007/10/spinninggirl.gif




ANSWER CORRECTLY:

What is this a picture of?

Visual Illustration of Figure/Ground Polarity


Goblet

White in the Foreground, Black Background

Two Faces

Black Foreground, White is Background

What’s “right” depends on the foreground or background.

BOTH a Goblet AND Two Faces is closer to a true answer.

Visual Illustration of Figure/Ground Polarity


Healthy Life

Unhealthy Life

and

Bored

Loss of Energy

Tense

Overwhelmed

Stimulated

Challenged

Rest Activity

Relaxed

Rejuvenated


Negative

Results of

Over-focusing

on Left Pole to

the Neglect

of Right Pole

Neutral or

Positive

Name of

Left Pole

Positive

Results of

Focusing on

the Left Pole

Mapping Guide

Negative

Results of

Over-focusing

on Right Pole

to the

Neglect of

Left Pole

Neutral or

Positive

Name of

Right Pole

Positive

Results of

Focusing on

the Right

Pole

GPS = Greater Purpose Statement Why? Result of both upside quadrants

Deeper Fear Result of both downside

quadrants

*

* Thanks to John Scherer, Center for Work and the Human Spirit

and

1.

2.

3.

1.

2.

3.

1.

2.

3.

1.

2.

3.


Greater Purpose

Deeper Fear

Upside Benefits of

Left Pole

Downside Results

of an Over focus on Left Pole to the Neglect

of the Right Pole

Upside Benefits of

Right Pole

Downside Results

of an Over focus on

Right Pole to the Neglect

of the Left Pole

Neutral or Positive

Pole Name

Neutral or Positive

Pole Name and


Look behind gap statements “We need to be more like X.”

“If only we had more X and less Y.”

“There’s way too much focus on [this] and we’re not addressing [that] at all.”

Look for frustration with the way things are “So-and-so just doesn’t understand our concerns.”

“We just can’t keep doing it this way.”

“Things have got to change.”

“I don’t understand why those people keep harping on that.” “We keep talking

about this but nothing really changes.”

Look for two key stereotypes Activists who are pressing for change, and skeptics of the change who seem

unwilling to let go of the past.

Where to find


Where to find

Look behind resistance What are people saying as they resist a new initiative, policy or program? What

are they concerned about losing? What do they value about the way things

are now?

Look behind difficulties and dreams What is the difficult, chronic problem? What are the most exciting possibilities?

What are some people strongly advocating and others strongly resisting? What

are the dreams (or even the fantasies) that people have about how things

could be?

Look for “Pairing” Two people are having an argument on behalf of the larger

group/organization.


Exercise: Match Statement & Polarity

1. “I am always going, going and don’t get

downtime.”

2. “We need more accountability around here.”

3. “I have good intentions but seem to upset

other people.”

4. “We have no plan and just keep moving too

fast.”

5. “Too few people make the decisions around

here.”

6. “I seem to always sacrifice my long-term

goals.”

7. “I seem to sacrifice my own needs for what

others want.”

8. “I spend a lot of thinking and I don’t get

enough done.”

Short-term & Long-term

Thinking & Doing

Directive & Consultative

Planning & Execution

Activity & Rest

What I want & What we need

Freedom & Accountability

Intent & Impact


Polarity Map

DRAW THIS


12 Leadership

Polarities from Polarity Partnerships

I believe that the

central leadership

attribute is the ability to

manage polarity.

-- Peter Koestenbaum

Conditional

Respect AND

Unconditional

Respect

Task AND Relationship

Candor AND Diplomacy

Responsibility AND Freedom

Confidence AND Humility

Analysis AND Encouragement

Control AND Empowerment

Focused AND Expansive

Structure AND Flexibility

Logic AND Creativity

Individual AND Work Group

Planning AND Implementation


Identify which pole was the easiest of your choices from the 12 forced choices you made.

Write the pole name of that was easiest to choose in in the left pole of your blank map and write its pole partner in the right pole.

• For example, if your easiest choice was “Expansive” in the polarity,

“Focused AND Expansive,” then put “Expansive” in the left pole and

“Focused” in the right pole of your blank map.

Seeing


12 Leadership


I believe that the

central leadership

attribute is the ability to

manage polarity.

-- Peter Koestenbaum

Conditional

Respect AND

Unconditional

Respect







Focused AND Expansive





✔


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

*

**

Focused Expansive and

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

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

Action Steps How 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 Warnings

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


Process for Leveraging

Polarity Energy Systems

Mapping

Seeing

1.

2.

3.

1.

2.

3.

1.

2.

3.

1.

2.

3.


Deliverables From the Mapping Step of the Process:

Greater Purpose Statement That Describes What Can Be

Achieved from A Virtuous Circle of Leveraging Both Poles

of the Polarity You Selected

Deeper Fear Describing the Combined Costs from Vicious

Circles of Poorly Leveraging Your Strategic Polarities

Positive Results of Focusing on Each Pole

Negative Consequences of Over-Focusing on Each Pole to

the Neglect of Its Pole Partner

Mapping


Focused specifically on this leadership situation:

• Fill out all four quadrants in your map

• Pay attention to content guidelines within the quadrants

• Put 2 to 3 items in each quadrant (put the same number

of items in all four quadrants)

• Diagonals are resources as exact opposites

• If you have extra time, pay attention to matching the

horizontal parallels – that helps make the next step of

Assessing easier

Mapping


5 Minutes…

End


Step 2—5 minutes each

Share the contents of your Map with a partner


5 Minutes…

End


Effective Leader

Ineffective Leader





*

**

and


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


Early Warnings***


Early Warnings


Expansive Focused

Clear directions provided

Others know where I stand

Others know what I expect

Flexibility is provided for implementing directions.

I listen to where others stand.

Learn what is expected from others

Rigidity

“My way or the highway!”

Lack of care/concern about others

Ambiguity “What do you want?”

“What do you believe in?”

Who’s in charge?


Leveraging – Action Steps

Action Steps

Seeing

Mapping

Assessing

Leveraging

Learning


Leveraging - Early Warning

Early warnings can be sounded in a number of familiar ways:

People complaining (particularly those who favor the alternative pole)

Project milestones being missed

Work in Process Quality numbers decreasing

Increasingly fewer people contributing or advocating for their ideas during

meetings

Assignments getting turned in increasingly close to the due dates

Early Warning Criteria

How will you know early that you are getting into the downside of each pole?

Must be measurable – something you can count. Begin with, “Increase in” or

“Decrease in”

Leveraging – Early Warnings


What one action step for each pole of your Strategic Polarity will you

implement in the next 30 days to support your better leveraging it in the future?

• What specifically will you do?

• Whose support will increase your odds of success? What will you

need from this resource?

• What might, despite your best intentions, trip you up and how can

you guard against that happening

Action Step Criteria

• What are you doing or will you do to get the upside of each pole?

• Can be doing them now or start doing them

• Have to be “Actionable” – Be willing to put a date by it

• High Leverage Action Step = Can apply to both upsides

Leveraging – Action Steps


Effective Leader

Ineffective Leader





*

**

and


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


Early Warnings***


Early Warnings


Expansive Focused






Learn what is expected from others

Rigidity





Who’s in charge?

A.Provide clear, overall direction for projects.

B.Take stands on important issues.

C.Define and recognized good work and address work not up to standard.

A.Encourage people to be creative in implementing projects.

B.Develop active listening and dialogue skills.

C.Use mistakes as learning opportunities.


Effective Leader

Ineffective Leader





*

**

and


Leveraging – Early Warnings Action Steps How will we gain or maintain the positive results from focusing on this left pole? What? Who? By When? Measures?


Early Warnings***


Early Warnings


Expansive Focused



I Learn what is expected from others

A.Encourage people to be creative in implementing projects.

B.Develop active listening and dialogue skills.

C.Use mistakes as learning opportunities.

Rigidity





Who’s in charge?

A. Increase in % of time I am talking in meetings.

B. Loss of ideas, approaches, and perspectives from others

C. Low staff morale due to feeling bowled over

A. Increase in questions about direction or outcomes desired.

B. Increase in questions about what I think when issues are discussed.

C. Low staff morale du to feeling of chaos

A.Provide clear, overall direction for projects.

B.Take stands on important issues.

C.Define and recognize good work and address work not up to standard.





1

Continuity Transformation and

This material is based on work by Barry Johnson and Polarity Partnerships LLC – www.polaritypartnerships.com

Leader Team

Organization


11 Important

Organizational


Decentralized Initiatives AND

Centralized Coordination

Recognize the Individual AND Recognize the Team

Reduce Cost AND Improve Quality

Competing with Others AND Collaborating with Others

Continuity AND Transformation

Celebrate our Differences AND Celebrate our Commonalities

Care for My Part of the

Organization AND

Care for the Whole

Organization

Show Respect for Every

Person AND

Show Respect Based on

Performance

Getting the Job Done

(Task) AND Building Relationships

Taking Care of the

Organization AND Taking Care of the Customer

Work AND Home


Polarity Stereotyping

We tend to make other

individuals or groups “containers”

for the values we disfavor.

…and we positively stereotype our own

values as if they have no downsides.

Example: Structured & Flexible


11 Important Organizational Polarities

From Polarity Partnerships

Centralized coordination & Decentralized initiatives

Recognize the individual & Recognize the team

Reduce cost & Improve quality

Competing with others & Collaborating with others

Stability & Change

Celebrating our differences & Celebrating our commonalities

Care for my part of the organization & Care for the whole organization

Showing respect for every person & Showing respect based on performance

Getting the job done & Building relationships

Taking care of the organization & Taking care of the customer

Work & Home


Reflection

What’s ONE Polarity that are you

seeing in your organization?

How might you start to reframe the

conflict using a polarity frame?


11 Important Organizational Polarities

From Polarity Partnerships

Centralized coordination & Decentralized initiatives

Recognize the individual & Recognize the team

Reduce cost & Improve quality

Competing with others & Collaborating with others

Stability & Change

Celebrating our differences & Celebrating our commonalities

Care for my part of the organization & Care for the whole organization

Showing respect for every person & Showing respect based on performance

Getting the job done & Building relationships

Taking care of the organization & Taking care of the customer

Work & Home


8 Polarities in “The Fundamental State of Leadership” From Building The Bridge As You Walk On It by Robert E. Quinn

Spontaneous; Expressive AND Self-disciplined; Responsible

Compassionate; Concerned AND Assertive; Bold

Mindful; Reflective AND Active; Energetic

Principled; Integrated AND Engaged; Involved

Realistic; Questioning AND Optimistic; Constructive

Grounded; Factual AND Visionary; Hopeful

Confident; Secure AND Adaptive; Flexible

Independent; Strong AND Humble; Open

12 Leadership Polarities From Polarity Partnerships

Conditional Respect AND Unconditional Respect







Grounded AND Visionary





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

Self AND Organization

Willfulness AND Humility

Debate AND Unity


Reality AND Faith

Deep Understanding AND Simplicity

Discipline AND Entrepreneurship

Technology Fads AND Pioneering

Evolutionary AND Revolutionary

Preserve Core AND Stimulate Change

“I believe that the central leadership attribute is the ability to manage polarity.” Peter Koestenbaum

8 Leadership Polarities

From Lost in Transition by Richard Elsner and Bridget Farrands

To shake things up AND To preserve

To be open to events AND To be intentional about results

To develop bonds AND To keep distance

To seek help to learn about the org. AND To give value by showing how to succeed or avoid failure

To impose AND To facilitate

To go fast to perform AND To go slow to prepare

To clean out AND To develop

To support the team AND To serve the hierarchy and/or the wider organization


Identifying the Greater Purpose Statement (GPS)*

Why leverage this Polarity well?

And, what will keep us oriented together?

Why invest the time and energy into an intentional effort to leverage a polarity well? This is an important question.

One answer is, “To get the upsides of both poles.” We think that is a good answer. Yet it is worth pushing the issue one step further: What is the benefit of getting the upsides of both poles? We are looking for something that is valued by both those who prefer the left pole and those who prefer the right pole – a Greater Purpose both sides can agree to.

What will keep us oriented together in tough times? The Greater Purpose Statement, like a Global Positioning System helps us locate where we are and where we are heading.

For example, in the polarity of Stability and Change, the Greater Purpose Statement might be to

“Gain Competitive Advantage” by both respecting Core Values and seeking New Energy and Direction. It can help people who favor different poles to have an agreed upon higher purpose

that makes it worth the effort to capitalize on their differences. The “Greater Purpose Statement” goes on the rectangle at the top of the polarity map.

Identifying the Deeper Fear

Another answer to the question, “Why leverage this polarity well?” is, “To avoid the downsides of both poles.” We agree. Yet we can also pursue this one step further. What is a deeper fear to avoid under both downsides? This is the negative opposite of the “Greater Purpose Statement.” For example, the negative opposite of the GPS, “Competitive Advantage” could be “Can’t Compete” or “Go Out of Business.” This is the deeper consequence from either downside of the Stability and Change polarity. The “Deeper Fear” goes in the rectangle at the bottom of the polarity map.

*Thanks to John Scherer, Center for Work and the Human Spirit, for helping create and name this dimension of the Polarity™ Map.


How Can I Intoduce Polarity Thinking To Others?

Start With Yourself When you believe you have a polarity to leverage:

1. Think and talk in terms of “both one side and the other.” 2. Concentrate on getting both upsides. 3. Seek first to understand the values and fears of your opposition then to have your own values understood. 4. Ask how both sets of values can be utilized. 5. Look for a unifying higher purpose.

Developing Your Skills

When you think an issue might involve a key polarity to leverage, make a quick map with a few words in each quadrant and see how that informs what you do next. Seeing the whole picture can increase

your effectiveness in a situation even if the others are not aware of the map. The more you practice, the easier it will be to distinguish problems from polarities, to map them, and to create action steps.

Teaching Others Look for a “teachable moment.” These are the times when people are:

1. In a conflict in which both seem to have a very valid point of view. Listen for the content in terms of the four quadrants. Take notes and summarize what you have heard by putting it on a simple map on a flip chart. 2. Pay attention to times when people have identified a “problem” and an obvious “solution” but are getting resistance to their “solution.” These are good times to look for the wisdom of those resisting. It can be on a simple map allowing sides to see their point of view (values + fears) having a legitimate place. Help them identify a higher purpose.


SUMMARY and REVIEW:

Some Terminology and Descriptions

Thinking Distinctions:

Either/or Solving Problems - Involves addressing tensions between one or more solutions, the solutions of which are independent.

Both/and Leveraging Polarity/ies– Involves addressing tensions between unsolvable Interdependent pairs that need each other to function over time.

Poles – The neutral or positive labels given to each of the two interdependent pair elements that constitute a “polarity.” The key to the “Seeing” step in the process recognizes interdependency between the poles

EXAMPE: Activity is one pole of the polarity of Activity and Rest, which need each other over time for good health.

Polarity – An interdependent pair of elements that contain two equally necessary and valuable poles.

Infinity Loop – The graphic representation that depicts the dynamic and predictable flow of energy between the two poles of a polarity

Polarity Energy System – The unsolvable, unavoidable, indestructible and unstoppable phenomenon that is free can be intentionally leveraged.

. AND

AND


SUMMARY and REVIEW:


Synergy Arrows

– Graphical representation of the potential for upward or downward

spiraling energy of polarities.

Greater Purpose Statement “GPS” (The stakeholders “Global Positioning

System”) -- What will keep us oriented together to our “true north” in tough times?

What is the benefit of getting the upsides of both poles? We are looking for

something that is valued by both those who prefer the left pole and those

who prefer the right pole – a Greater Purpose both sides can agree to.

Deeper Fear

--The negative opposite of the Greater Purpose Statement. It is what an individual, team, organization or nation ultimately seeks to avoid. The

Deeper Fear can be identified by asking, “What is a deeper fear to avoid

under both downsides?”

Leverage/Leveraging Polarities --Key stakeholders who are engaged in the See It Map It, Assessing process

identify Action Steps, Early Warning Signs, and create Virtuous Cycles leading

to a the GPS.


SUMMARY and REVIEW:


Assessment The process of analyzing performance – how well a

polarity or set of polarities is being leveraged.

Measurement adds rigor to the process, highlights

importance of paying attention to the polarity/ies,

and prepares the individual, team or organization

for the Learning step


SUMMARY and REVIEW:


Virtuous and Vicious Cycles

Virtuous Cycle – Graphical representation of an assessment of a well-leveraged Polarity,

which indicates an Infinity Loop capturing the results of both upsides

toward a Greater Purpose, and relatively little experience of both

downsides.

Great leaders, teams, organizations, and nation states create Virtuous

Cycles

[NOTE: The Polarity Map™ includes a Virtuous Cycle as a default Infinity

Loop. This supports people, organizations, communities, and nations make

their best contribution to creating a better world and enhances the quality

of life on the planet -- the mission of Polarity Partnerships.]

Vicious Cycle -- Graphical representation of an assessment of a poorly-leveraged Polarity,

which indicates an Infinity Loop capturing the results of both downsides.

Vicious Cycles are generally agreed to be a disaster for those experiencing

them.


Problem or Polarity? – Contrasts

Problems to Solve

They are not ongoing.

There is and end point.

They are solvable

Independent Alternatives

They can stand alone.

There is no need to include an alternative for the solution to work.

Often contain mutually exclusive opposites.

1. Should we promote Bill?

2. What should we include in our customer survey?

3. Should we buy the 200 ton press?

4. When was the war of 1812?

5. Should we remove one level of management?

Polarities to Leverage

They are ongoing. There is no end point.

They are not solvable. They must be leveraged together.

Interdependent Alternatives

They cannot stand alone.

The alternatives need each other to optimize the situation over time.

Always contain mutually inclusive opposites.

1. Tough Love and Gentle Love

2. Individual and Team

3. Cost and Quality

4. Competing and Collaborating

5. Work and Home


Polarity Thinking™ Bibliography

References for Implementing Polarity Thinking – Below are recent books that provide application and examples of Polarity Thinking in action

Anderson, Kathy. Polarity Coaching: Coaching People and Managing Polarities. Amherst: HRDPress, 2010. Seven case studies showing coaching

applications and how to use the polarity map as a wisdom organizer and action planning tool

Johnson, Barry, Polarity Management: Identifying and Managing Unsolvable Problems. Amherst: HRD Press, 1994. Johnson shares a number of case

examples in which the shift from seeing an issue as a problem to solve to managing it as a polarity added real value for individual leaders and for

organizations.

Johnson, Barry & Roy M. Oswald. Managing Polarities in Congregations: Eight Keys for Thriving Faith Communities. Alban Institute: 2009. Eight key

polarities common to faith communities, well defined and with suggestions for how to manage them.

Seidler, Margaret. Power Surge: A Conduit for Enlightened Leadership. Amherst: HRD Press, 2008. Seidler has the most extensive list of values pairs

available. This book provides the “how to” in helping leaders supplement their strengths and keep them from becoming vulnerabilities.

Schuman, Amy, Stacy Stutz, John L. Ward. Family Business as Paradox. New York: Palgrave McMillan, 2010. Applies polarity management to the

paradoxes of family run businesses. References on Polarities as important - Several books have been written that indicate leaders and organizations that

manage polarities/dilemmas/paradox well outperform those that don't.

Collins, James C. and Jerry I. Porras. Built to Last: Successful Habits of Visionary Companies. New York: HarperCollins, 1994.Authors identify the "Genius of

the 'AND'" as a central variable that distinguished the "Gold" companies from the "Silver" companies. The whole book is based on managing the polarity

of “Preserve the Core & Stimulate Progress.” This could also be seen as the generic Stability & Change polarity.

Collins, Jim. Good to Great: Why Some Companies Make the Leap…and Others Don’t. New York: HarperCollins, 2001.The “Genius of the ‘And’”

continues as an important variable in this book and is identified as a key characteristic of leaders moving companies from Good to Great. There are 10

polarities identified as central to becoming a level 5 leader.

Dodd, Dominic and Ken Favaro. The Three Tensions: Winning the Struggle to Perform Without Compromise. John Wiley and Sons, 2007. Authors interview

executives from 200 companies and identify 3important tensions (polarities) central to their organization’s effectiveness: Profitability & Growth; Today &

Tomorrow; and, The Whole & Its Parts.

de Wit, Bob and Ron Meyer. Strategy Synthesis: Resolving Strategy Paradoxes to Create Competitive Advantage. London: Thomson, 1999. de Wit and

Meyer identify 10 paradoxes (polarities) which are at the heart of strategic management.

Elsner, Richard and Bridget Farrands. Lost in Transition: How Business Leaders Can Successfully Take Charge In New Roles, London: Marshall Cavendish

Limited, 2006. Authors identify 8 tensions (polarities) which, when managed well, contribute significantly to being successful in new jobs.


Polarity Thinking™ Bibliography

- continued -

Fletcher, Jerry and Kelle Olwyler. Paradoxical Thinking: How to Profit From Your Contradictions. San Francisco: Berrett-Koehler, 1997.“After more than

fifteen years of studying thousands of detailed examples of people performing at their best, Fletcher and Olwyler have found that individuals are always

paradoxical when performing optimally and that each person has a particular combination of contradictory and paradoxical (polarity) qualities that

work together to produce that person’s best work.”

Hammett, Peter, Unbalanced Influence: Recognizing and Resolving the Impact of Myth and Paradox in Executive Performance. Davies-Black Publishing,

2007. Ten year of executive research indicates the importance of paradox in executive performance.

Hampden-Turner, Charles. Charting the Corporate Mind: Graphic Solutions to Business Conflicts. New York: The Free Press, 1990. Hampden-Turner has

written several books on the advantage of managing dilemmas. His research shows that those companies that manage key dilemmas well outperform

those that don't.

Hampden-Turner, Charles and Alfons Trompenaars. Building Cross-Cultural Competence: How to Create Wealth from Conflicting Values. Chichester:

John Wiley & Sons, 2000. Hampden-Turner and Trompenaars identify 6 dilemmas (polarities) which must be managed to support cross-cultural

competence.

Handy, Charles. The Age of Paradox. Boston: Harvard Business School Press, 1994. Handy builds on his earlier work, The Age of Unreason, to assert the

balancing of paradoxes (polarities) at the heart not just of effective personal and organizational life, but of our survival as a world community.

Hickman, Craig R. Mind of a Manager Soul of a Leader. New York: John Wylie & Sons, 1990. Support for the benefits of paradoxical thinking also show up

in Hickman's book the title of which is a fundamental polarity in leadership.

Hofstede, Geert. Culture’s Consequences: Comparing Values, Behaviors, Institutions, and Organizations Across Nations. London: Sage Publications, Ltd.,

2001.Hofstede identifies 5 dimensions (polarities) of national culture to help us tap national differences as a resource.

Johnston, Charles M. Necessary Wisdom: Meeting the Challenge of a New Cultural Maturity. Seattle: ICD Press, 1991.Johnston identifies 5 key polarity

domains within culture and asserts the importance of understanding and bridging polarities. Managing polarities are at the heart of wisdom and cultural

maturity and how we “must learn to think and act if our future is to be a healthy one.”

Martin, Roger. The Opposable Mind: How Successful Leaders Win Through Integrative Thinking. Boston: Harvard Business School Press, 2007. Drawing on

research and interviews, Martin shows that truly successful leaders are skilled at holding two opposing ideas at the same time and reaching a synthesis

that contains elements of both, but improves on each.

Pascale, Richard Tanner. Managing on the Edge: How the Smartest Companies Use Conflict to Stay Ahead. New York: Simon & Schuster, 1991. Pascale

identifies "managing contention better" as the key variable that separated the 14 companies that kept their "excellent" rating from the 29 that did not

when looking at the 43 companies identified in the book In Search of Excellence

Quinn, Robert E. Beyond Rational Management: Mastering the Paradoxes and Competing Demands of High Performance. San Francisco: Jossey-Bass,

1988.Quinn asserts that mastering paradox (polarity) is the central to high performance.

Quinn, Robert E. Building The Bridge As You Walk On It: A Guide for Leading Change. San Francisco: Jossey-Bass, 2004.Quinn identifies 8 polarities as “The

fundamental state of leadership.”

Sisodia, Raj, Jag Sheth, and David B. Wolfe. Firms of Endearment: How World Class Companies Profit from Passion And Purpose. Wharton School

Publishing, 2007.The authors discovered that the key indicator for whether a company is a great investment is the degree to which it manages the

polarity of taking care of the stockholders & the stakeholders

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