Copyright © PMA 2002
Polarity Map ™
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Copyright © PMA 2002
Polarity Map ™
0
APPA Public Power Manager Certificate
Managing Problems and Change
Objectives
Understand How and Prepare to Manage Chronic
Problems and Change
– Complexity
– Seeing The Forest and The Trees
– Change
– Convert resistance into a resource for Stability and Change
– Chronic Issues
– Convert chronic problems into ongoing opportunities
By Learning
– The value of either/or thinking
– The value of both/and thinking
– To distinguish between problems to solve and polarities to manage
– The steps for managing polarities well over time
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Polarity Map ™
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Polarity Map ™
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Agenda
• Managing Unsolvable Problems and change
– Step 1: Define the Issue
– Step 2: Include Key Stakeholders
– Step 3: Build the Polarity Map
– Step 4: Understand how Polarities Work
– Step 5: Assess Realities within this Polarity
– Step 6: Action Steps & Early Warnings
• Learning Curve
Polarity Management in our Lives
Some typical uses of PM
• Change management
• Conflict resolution
• Negotiation
• Diversity
• Emotional Intelligence: intra and inter-personal
• Leadership or organizational assessment
• Coaching
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The Value and Power of Either/Or Thinking
Positive results from Either/Or Thinking
Either/Or Thinking is essential for one generation
to pass key elements of its culture on to the
next generation:
1.
Language – How do you spell ________?
2.
Mathematics – 4+4= _____ ?
3.
History – Who was the conqueror of Mexico?
Bernal Diaz del Castillo ____?
Cuauhtemoc ____?
Hernan Cortez ____?
Benito Juarez ____ ?
4.
Science – Why do apples fall down off trees
rather than up? _____________________
5.
Morals – According to many cultures and
religions murder is:
Right ____ Wrong ____
Negative results from rejecting Either/Or
Thinking
Without Either/Or Thinking, one generation could
not pass key elements of its culture to the next
generation:
1.
Can’t learn Language
2.
Can’t learn Mathematics
3.
Have no sense of History
4.
Do not understand the basics of how the world
works.
5.
No moral compass – don’t know the difference
between right and wrong.
Two important results from getting the right answer:
•
Success and rewards = “A” grades etc.
•
When you are right, those who disagree with
you are wrong.
Problem or Polarity? – Contrasts
Problems to Solve
They are not ongoing.
There is an 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 Chris?
2.What should we include in our customer survey?
3.Should we buy the training video?
4.When was the war of 1812?
Polarities to Manage
They are ongoing.
There is no end point.
They are not solvable.
They must be managed 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
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Polarity Map ™
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Problem or Polarity? – Quiz Definitions:
Problems to solve have:
1. One right answer:
“If I’m right, my opposition is wrong.”
2. Two or more right answers that are independent:
“There’s more than one way to skin a cat.”
Polarities to manage have:
1. Two right answers that are interdependent:
“My opposition and I are not only both right,
we are each dependent on the other’s truth
over time.”
4 Lenses (Criteria) for Polarities: Yes = Polarity No = Problem
1. Is the difficulty ongoing, like breathing?
2. Are the alternatives interdependent?
Imagine a polarity map:
3. Are there 2 or more necessary upsides?
Problem or Polarity? – Quiz
Issue
Lens #
Yes
No
Polarity/Problem?
Criteria used?
1. Where do we go for lunch? Sam likes, “Wanda’s
Wonder Bar” and Linda likes, “The Nostalgic Noodle.”
1
2
Y
Y
N
N
2. We have to get rid of our silo mentality. Let’s break
down the barriers and become an integrated team.
1
2
Y
Y
N
N
3. How do we get to the top of this mountain?
1
2
Y
Y
N
N
4. We are becoming an international company. How do we
get our people to think globally?
1
2
Y
Y
N
N
5. Should we merge with “Mega-Corp.?” It would certainly
help our capitalization.
1
2
Y
Y
N
N
6. How do we get union support for our major,
company-wide change effort?
1
2
Y
Y
N
N
7. Our Swedish partners have to talk to everyone before
1
2
Y
Y
N
N
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Polarity Map ™
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The Polarity Management™ Process – 6 Steps
2 - Include
Key Stakeholders
1 - Define the Issue
Polarity
Paradox
Dilemma
3 - Build the
Polarity Map
5 - Assess Realities
With This Polarity
4 - Understand
How Polarities Work
6 - Action Steps
Step 1 - Define the Issue
1. Select a partner
2. Individually: (1 minute)
As you consider your role and the most
important things you are dealing with today…
•
What are the most exciting possibilities?
•
What are the most difficult, chronic problems?
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3 Criteria for focusing on an issue
Is there
energy
to address the issue (frustration or
excitement)?
Does the issue seem to be centered around a
polarity
or does
it appear to be a problem to solve?
•
Is the issue ongoing like breathing?
•
Are the alternatives interdependent?
•
Are there two or more necessary upsides?
•
Will over focus on one pole undermine the higher purpose?
Can you possibly
impact
this issue directly or indirectly (e.g.,
Step 1 - Define the Issue
1.
Select a partner
2.
Individually: (1 minute) Consider your role and the most important things you are
dealing with today…
•
What are your most exciting possibilities?
•
What are your most difficult, chronic problems?
3.
Individually: Choose one possibility or one problem to work on:
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Polarity Map ™
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Step 2 – Include Key Stakeholders
Who are the key stakeholders who will be influenced by and/or
could influence your plans for your issue?
(Name the groups or
individuals…both internal and external.)
__________________________________________________
__________________________________________________
__________________________________________________
As you are working on this issue, keep these stakeholders in
mind as you create a “rough draft” of a Polarity Map® and
action plans.
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?
*
**
and
Why?
negative results
of over-focusing
on Stability
to the neglect
of Change
neutral name
of Left Pole
positive results
of focusing on
Stability
negative results
of over-focusing
on Change
to the neglect
of Stability
neutral name
of Right Pole
positive results
of focusing on
Change
Greater Purpose
Statement (GPS)
Step 3 – Build the Polarity Map:
Guide to Polarity Map Content
1.
2.
3.
4.
1.
2.
3.
4.
1.
2.
3.
4.
1.
2.
3.
4.
Stability
Change
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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 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
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.
Step 3 – Build The Polarity Map
Identifying the Greater Purpose* and Deeper Fear
What is the benefit of identifying a greater purpose?
• Identifies a value shared by those preferring opposites poles – a Greater Purpose
both
sides can agree to.
• Helps people who favor different poles to have an agreed upon greater purpose that
makes it worth the effort to capitalize on their differences to get the upsides of both poles.
Example: those preferring stability and those preferring change, might find a common
greater purpose in “Gain Competitive Advantage” which would encourage them to both
respect Core Values and seek New Energy and Direction.
What the impact of the deeper fear?
The deeper fear is the negative opposite of the “Greater Purpose” and provides a clear
reason to avoid the downsides of each pole.
Example: the negative opposite of the greater purpose, “Gain 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.
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Polarity Map ™
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MAPPING TIPS
Poles should be neutral or positive.
The diagonal quadrants will be opposites.
Quadrants should be evenly populated.
If the content in the left quadrant is the same as the content in the right
quadrant, distinguish why the content belongs in each quadrant.
(e.g., if the poles are candor and diplomacy… Candor
contributes
to good relationships
because people trust one another to be
honest. Diplomacy
contributes to good relationships
because
people respect how others feel.)
Your greater purpose should be mutually attractive and unifying. Your
deeper fear should also be unifying and mutually objectionable.
(For example, you might use
Exceptional Performance & Results
as your greater purpose and
Poor Performance & Results
as your
deeper fear.)
Change
Stability
and
Change
Stability
and
Well Managed Polarity
Overemphasis on Stability
Overemphasis on Change
Step 4 – Understand How Polarities Work
Change
Stability
and
Continuity
Core Values
Tap Past & Present Wisdom
New Energy and
Direction
Creativity
Tap New Wisdom
Stagnation
Loss of Energy
Missed Opportunities
Lose Continuity
Lose Core Values
Foolish Risks
Continuity
Core Values
Tap Past & Present Wisdom
New Energy and
Direction
Creativity
Tap New Wisdom
Stagnation
Loss of Energy
Missed Opportunities
Lose Continuity
Lose Core Values
Foolish Risks
Continuity
Core Values
Tap Past & Present Wisdom
New Energy and
Direction
Creativity
Tap New Wisdom
Stagnation
Loss of Energy
Missed Opportunities
Lose Continuity
Lose Core Values
Foolish Risks
COMPETITIVE ADVANTAGE
CAN’T COMPETE
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Polarity Map ™
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Step 5 – Assess Realities With This Polarity
The step of assessment includes a set of questions to understand what are the current realities with
this particular polarity for this client:
• What is our history with this polarity? You will have been managing this polarity in the past
though probably unintentionally. Have there been oscillations between the poles over time?
• Where are we today? You can do a quick, rough assessment by doing a “trend arrow:” The
trend arrow is an arrow indicating a self-correction from the downside of one pole to the
upside of the other. At this time, is the trend or general “push” in the organization from the
downside of the left pole to the upside of the right or, from the downside of the right pole to
the upside of the left?
• Who is supporting the self-correction to the new pole and who is holding on to the present
pole?
• How will we approach the conversation between the two points of view? In most cases it is
useful to listen first to those least able to hear the other side to make it easier for them to
hear after they have been heard.
• Will it be useful to use the getting unstuck process? How would that work in this situation?
• Will it be helpful to anticipate the learning curve? How might that be articulated in this
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?
*
and
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.
Step 6 – Complete Action Steps and Early Warnings
How will we gain or maintain
the positive results from
focusing on each pole?
What Action Steps will be taken?
Who will be accountable?
When? By date or frequency?
Measures of improvement?
What will be observable /
measurable Early Warning
indicators that will let you know
you are in the downside of each
pole? Who will know?
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Anticipating the Learning Curve
1. When a shift to another pole represents
a relatively new experience, you are
likely to get the downside of the new
pole before its upside.
2. Those resisting the move to the relatively new pole
are asked to:
a. Hold onto the upside of their preferred pole;
b. Tolerate, to some degree, the downside of
their less preferred pole as part of the
learning process.
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?
*
**
and
Polarity Management
®
Map
Competitive Advantage
1. Identify final answers
2. Enjoy a sense of accomplishment
3. Move on to new opportunities and challenges
1. Save time by identifying and managing
difficulties that cannot be solves
2. Accelerate desired change
3. Sustained desired change and avoid
pendulum swings
1. Waste time by trying to resolve difficulties
that cannot be solved
2. Slow down desired change
3. Go back and forth on decisions
1. No final solutions to issues that could be solved
2. No sense of accomplishment
3. Stuck and never ready to move on
Copyright © PMA 2002 Polarity Map ™
