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Copyright © PMA 2002 Polarity Map ™ 1
Rochester Institute of Technology
Polarity Thinking: A Look across RIT
Margaret Seidler, MPA, Polarity Management Masterwww.mypowersurge.com
Material based on work of Barry Johnson, PhD, Founder of Polarity Partnerships, LLC
Copyright © PMA 2002 Polarity Map ™ 2
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.
Go through the list and circle the alternative you prefer. The one on the left or the one on the right.
Copyright © PMA 2002 Polarity Map ™ 3
Session Purpose
• Transfer your personal learning to organizational opportunities and challenges
• Experience a more thorough examination of chronic, complex issues
• Reveal connections between opposing views in the name of a Greater Purpose that is unifying
• Support your understanding and ability to ask questions/make contributions with difficult issues
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The Value of Either/Or Problem Solving
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.
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Copyright © PMA 2002 Polarity Map ™ 5
Problem
Solution
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Problem
Solution
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Competitive Advantage
• Silos – isolation of the units
• Excess competition
• Inequality between the units
• Redundancies
Can’t Compete
Problem 1
2 Solution
IntegratedBusiness Units
AutonomousBusiness Units
• Integration of business units
• Collaboration and mutual support
• Equality and mutuality
• Efficiencies of coordination
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Stra
tegy
• Bureaucracy and red tape
• Slow and unresponsive
• Excess conformity and lack of innovation
• Lack of unit recognition
Fears
Gap
VALUES
• Entrepreneurial Initiative
• Speed and responsiveness
• Business unit freedom and innovation
• Business unit recognition
Competitive Advantage
Can’t Compete
FEARS• Bureaucracy and red tape• Lack of business unit creativity• Excess conformity• Lack of unit recognition
VALUES
• Integration of business units• Collaboration and mutual support• Equality and mutuality• Efficiencies of coordination
FEARS• Silos – isolation of the units• Excess competition• Inequality between the units• Redundancies
VALUES
• Entrepreneurial Initiative• Business unit creativity• Business unit freedom • Business unit recognition
Problem
Solution
IntegratedBusiness Units
AutonomousBusiness Units
Competitive Advantage
Can’t Compete
VALUES• Integration of business units
• Collaboration and mutual support
• Equality and mutuality
• Efficiencies of coordination
FEARS• Silos – isolation of the units
• Excess competition
• Inequality between the units
• Redundancies
and IntegratedBusiness Units
AutonomousBusiness Units
VALUES
• Entrepreneurial Initiative
• Speed and responsiveness
• Business unit freedom & innovation
• Business unit recognition
FEARS• Bureaucracy and red tape
• Slow and unresponsive
• Excess conformity and lack of innovation
• Lack of unit recognition
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Copyright © PMA 2002 Polarity Map ™ 11
Putting Polarity Thinking to Work
See It
Map It
Tap It - #1 Assess Present Realities
Tap It - # 2 Action Steps
Tap It - #3 Early Warnings
Continue Tapping - #1, 2, 3
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Organizational Preferences
Student Centered and Professional Development & Scholarship Centered
Innovation and Traditional WaysFlexibility and 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
Copyright © PMA 2002 Polarity Map ™ 13
What they
don’t want
What they
want
What I
don’t want
What I
want
Conflict Issue
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Complex Issues can cause Conflict…
• Get winners and losers.• Lose sight of the big picture.• Stop listening to the “other” side.• Limit possibilities and options because we are
focused on being “right.”• Can engender anger, resentment, even hate.
Copyright © PMA 2002 Polarity Map ™ 15
How to deal with Complex or Conflicting Issues
• Articulate a Goal “Greater Purpose” of common interest (At the end of the day, we all want…)
• Recognize that multiple viewpoints exist and are essential
• Understand how to get the best of differences• Consciously manage the tension over time• Bring awareness of the complexity in a simple way
(Introduce Polarity Thinking)
Copyright © PMA 2002 Polarity Map ™ 16
What they
Don’t want
What they want
What I
Don’t want
What I
want
Self Other
Higher Common Purpose
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11 Important Organizational PolaritiesFrom Polarity Management Associates
Centralized Coordination AND Decentralized InitiativesRecognize the Individual AND Recognize the Team
Reduce Cost AND Improve QualityCompeting with Others AND Collaborating with Others
Stability AND ChangeCelebrating Our Differences AND Celebrating Our Commonalities
Care for My Part of the Organization AND Care for the Whole OrganizationShowing Respect for Every Person AND Showing Respect Based on Performance
Getting the Job Done (task) AND Building RelationshipsTaking Care of the Organization AND Taking Care of the Customer
Work AND Home
10 Strategic Management PolaritiesFrom Strategy Synthesis by Bob de Wit and Ron Meyer
Logic AND CreativityDeliberateness AND Emergentness
Revolution AND EvolutionMarkets AND Resources
Responsiveness AND SynergyCompetition AND Collaboration
Compliance AND ChoiceControl AND Chaos
Globalization AND LocalizationProfitability AND Responsibility
7 Organizational Polarities From Managing on the Edge by Richard Tanner Pascale
(Left column = the 7 areas of “Excellence” from In Search of Excellence)
Strategy ……...Planned AND Opportunistic
Structure…..….Elitist AND Pluralistic
Systems..……..Mandatory AND Discretionary
Style…………..Managerial AND Transformational
Staff…………..Collegiality AND Individuality
Shared Values…Hard Minds AND Soft Hearts
Skills…………..Maximize AND Meta-mize
3 Organizational Polarities From The Three Tensions
by Dominic Dodd and Ken Favaro
Profitability AND Growth
Today AND Tomorrow
The Whole AND The Parts
1 Organizational Polarity From Built to Last by Collins and Porras
Preserve the Core AND Stimulate Progress
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CHANGECultural &Operating practices,Goals &
strategiesPRESERVECore Values
Core Purpose
1994 Built to Last…The Genius of the
“And”By Jim Collins &
Jerry Porras
Copyright © PMA 2002 Polarity Map ™ 19
High Performing Organization
Low Performing Organization
and PioneersTraditionalists
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Value of Differences
Traditionalists
– Honor the past– Celebrate successes– Strong connection to
core purpose– Risk adverse
Pioneers
– See what “can” be– Seek to try different
approaches– Recognize the need
for change– Will take risk to
improve
Copyright © PMA 2002 Polarity Map ™ 21
The Polarity of People at Work
•+•Fresh new ideas, excited•Innovate for the future•Fix what is broken
•+•Predictable, comfortable•Build momentum on current work•Avoid unnecessary risk
Pio
neers
Tra
dit
ion
ali
sts
Chaotic, loss of focusOverwhelmed by
changeRisky (fix anything AND everything – no
matter need)
-Boring, stuck
Neglect the long term picture
Hide from things that are broken
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From:
Problem
Present State
To:
Solution
Preferred Future
Stability Change
To:
An historical strength which leads to the downside below.
Unanticipated Consequences
New Problem
Polarity Thinking enhancesOur ability to Identify and
Appreciate our Past and Anticipate our Future.
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Key Points
1. Every change effort is part of a polarity energy system.
2. Treating a polarity as if it were a problem to solvea. Reduces the attainability
b. Slows down the process by increasing resistance
c. Even if the resistance is overcome, the goal of the change effort is inherently unsustainable
3. If you want to guarantee the failure of a change effort, tie it to one pole of a polarity. If you want success, tie it to both poles
4. Because polarities are indestructible, any polarity you identify will be a solid base on which to build a sustainable change and a sustainable organization.
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Copyright © PMA 2002 Polarity Map ™ 24
Taking it Home!1. What practical applications do you see for polarity
methods?
2. How will you take this back?
3. What steps can you take within the coming summer break, new school year?
4. Who can you join with to make this happen?
5. What's likely to get in your way of what you see as possible now at the end of this session, and how can you best address that now and anticipate/find support?
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Copyright © PMA 2002 Polarity Map ™ 25
Thank You!
Margaret SeidlerAuthor of Power Surge
For more info go to…www.mypowersurge.com
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