# Copyright © PMA 2002 Polarity Map ™ 0 CBODN Presented by: Barry Johnson and Cliff Kayser April 30, 2010 This book belongs to _____________________ This.

## Presentation on theme: "Copyright © PMA 2002 Polarity Map ™ 0 CBODN Presented by: Barry Johnson and Cliff Kayser April 30, 2010 This book belongs to _____________________ This."— Presentation transcript:

Copyright © PMA 2002 Polarity Map ™ 0 CBODN Presented by: Barry Johnson and Cliff Kayser April 30, 2010 This book belongs to _____________________ This material is based on work by Barry Johnson and Polarity Management Associates Tapping The Infinity Factor™ Within Yourself, Your Family, Country, Humanity, Nature, and Spirit

Copyright © PMA 2002 Polarity Map ™ 1 The Infinity Factor The energy system within all interdependency in life. If there is an interdependency, the infinity factor is at play. Most basic interdependence is between 2 elements = interdependent pairs = polarities. “And” is the connecting word between the two elements of an interdependent pair. “Or” is the connecting word when the two elements are independent.

Copyright © PMA 2002 Polarity Map ™ 2 Too much Carbon Dioxide Too little Oxygen Clean out Carbon Dioxide Get Oxygen InhaleExhale and

Copyright © PMA 2002 Polarity Map ™ 3 Negative results from too much focus on activity and no rest Negative results from too much focus on rest and no activity Positives results from focusing on rest Positive results from focusing on activity ActivityRest and Recorder/ Reporter Recorder/ Reporter

Copyright © PMA 2002 Polarity Map ™ 5 Key Points 1.Every change effort is part of an infinity loop energy system. The Infinity Factor is at play. 2.Treating a polarity as if it were a problem to solve a) reduces the attainability b) slows down the process by increasing resistance c) even if the resistance is overcome, the goal of the change is inherently unsustainable. 3.If you want to guaranteed the failure of a change effort, tie it to one pole of a polarity 4.To maximize the attainability, speed and sustainability of a change effort, tie it to one or more key polarities because those polarities will be indestructible and unstoppable.

Copyright © PMA 2002 Polarity Map ™ 6 High Performing Organization Leaders who manage polarities well out perform those that don’t Organizations that manage polarities well out perform those that don’t Low Performing Orgnaization and Organization Development Leadership Development

Copyright © PMA 2002 Polarity Map ™ 8 11 Important Organizational Polarities From Polarity Management Associates Centralized Coordination AND Decentralized Initiatives Recognize the Individual AND Recognize the Team Reduce Cost AND Improve Quality Competing with Others AND Collaborating with Others Stability AND Change Celebrating Our Differences AND Celebrating Our Commonalities Care for My Part of the Organization AND Care for the Whole Organization Showing Respect for Every Person AND Showing 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 10 Strategic Management Polarities From Strategy Synthesis by Bob de Wit and Ron Meyer Logic AND Creativity Deliberateness AND Emergentness Revolution AND Evolution Markets AND Resources Responsiveness AND Synergy Competition AND Collaboration Compliance AND Choice Control AND Chaos Globalization AND Localization Profitability 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 1 Organizational Polarity From Firms of Endearment by Sisodia, Sheth, and Wolfe. Company Interests AND Community Interests

Copyright © PMA 2002 Polarity Map ™ 9 6 Cross-Cultural Polarities From Building Cross-Cultural Competence by Charles Hampden-Turner and Fons Trompenaars Universalism AND Particularism Individualism AND Communitarianism Specificity AND Diffuseness Achieved AND Ascribed Status Inner Direction AND Outer Direction Sequential AND Synchronous 5 Cross-Cultural Polarities From Cultures Consequences by Geert Hofstede High Power Distance AND Low Power Distance High Uncertainty Avoidance AND Low Uncertainty Avoidance Individualism AND Collectivism Masculinity AND Femininity Long Term AND Short Term

Copyright © PMA 2002 Polarity Map ™ 10 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 Deeper Fear from lack of balance Greater Purpose Statement (GPS) - why balance this polarity? * ** and 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 Polarity Management ® 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. Information Sharing Information Security Information Advantage Irrelevance and Insecurity Innovation Creativity Agility Attracting Net Generation Workforce Collaboration Effective Decision Making Knowledge Mgmt Synchronization Increased National Security (Awareness) Protected Reduce loss More costly for attacker Increased National Security (Protection) Identity Protection Data integrity Continuity of Operations Integrated Security and Risk Management Vulnerable Identity Theft Loss of competitive advantage Information Overload Data Loss Loss of Public Trust Risk to Mission Completion Lack of data integrity (tainted) Cost to recover (clean-up) Stifles creativity Inflexibility Negative workforce attraction Creating stovepipes Lack of Information Lack of choice/access Increased time to collaborate Increased costs (inefficiencies) Technology restrictions 1. Marketing (understand imperative to share) 2. Training (how/why to share) 3. Integrate security solutions into sharing activities 4. Implement Intel Community Information Security marking (IC ISM) standards 5. Implement good governance and oversight 6. Implement the DoD Net-Centric Data and Services Strategy by mission area and community 7. Implement ABAC 1. Marketing (understanding the value of security) 2. Training (practicing good security hygiene) 3. Providing good security tools 4. Implement good governance and oversight 5. Develop better metrics to measure security vulnerabilities 6. Implement ABAC 1. Loss of Personally Identifiable Information (PII) up 2. Successful Intrusions/Data exfiltrations up 1. Information in newly fielded systems not visible/accessible outside of the enclave 2. Time to get required information up 3. Access to information denied

Copyright © PMA 2002 Polarity Map ™ 12 Competitive Advantage Continuity Core Values Tap Past and Present Wisdom New Energy and Direction Creativity Tap New Wisdom Stagnation Loss of Energy Missed Opportunities Lose Continuity Lose Core Values Foolish Risks Well Managed Polarity Can’t Compete Managing Well and Managing Poorly Competitive Advantage Continuity Core Values Tap Past and Present Wisdom New Energy and Direction Creativity Tap New Wisdom Stagnation Loss of Energy Missed Opportunities Lose Continuity Lose Core Values Foolish Risks Overemphasis on Stability Can’t Compete Competitive Advantage Continuity Core Values Tap Past and Present Wisdom New Energy and Direction Creativity Tap New Wisdom Stagnation Loss of Energy Missed Opportunities Lose Continuity Lose Core Values Foolish Risks Overemphasis on Change Can’t Compete StabilityChange StabilityChangeStabilityChange

Copyright © PMA 2002 Polarity Map ™ 13 New Energy and Direction Creativity Tap New Wisdom Stagnation Loss of Energy Missed Opportunities Competitive Advantage Continuity Core Values Tap Past and Present Wisdom New Energy and Direction Creativity Tap New Wisdom Stagnation Loss of Energy Missed Opportunities Lose Continuity Lose Core Values Foolish Risks Capitalizing on Both Points of View Can’t Compete Managing Well and Managing Poorly Continuity Core Values Tap Past and Present Wisdom Lose Continuity Lose Core Values Foolish Risks Stability Centered Point of View Change Centered Point of View StabilityChange StabilityChangeStabilityChange

Copyright © PMA 2002 Polarity Map ™ 14 Getting Unstuck Lose continuity Lose core values Foolish risk Continuity Core Values Tap past and present wisdom Stagnation Loss of energy Missed opportunities New energy and direction Creativity Tap new wisdom Competitive Advantage Can’t Compete 1 3 24 5 ChangeStability

Copyright © PMA 2002 Polarity Map ™ 15 Anticipating the Learning Curve Lose continuity Lose core values Foolish risk Continuity Core Values Tap past and present wisdom Stagnation Loss of energy Missed opportunities New energy and direction Creativity Tap new wisdom Competitive Advantage Can’t Compete and ChangeStability

Copyright © PMA 2002 Polarity Map ™ 16 Problem Solving Shadow Work Future Search Appreciative Inquiry Past/PresentPresent/Future and

Copyright © PMA 2002 Polarity Map ™ 17 CBODN seeks experienced professionals with proven speaking ability to present at its 2010 Annual Conference in Washington DC. The 2010 Conference Theme is “Leading Transformation in Complex Times.” We seek presentations that build upon the Conference theme and focus on topic areas such as: 1.Changing technology: Ever-changing technology; influence on OD scholarship and practice; social networking; the benefits and challenges of a virtual workforce 2.Environmental stewardship: How can organizations incorporate and honor environmental sustainability goals and achieve business results 3.Leveraging differences in a changing world: Beyond diverse populations, how do OD practitioners help organizations implement and sustain inclusionary practices and strategies 4.Ambiguity is the norm!: Embracing and working with increasing ambiguity and polarities in organizations and in our OD practices 5.Global OD: Introduce new and reinforce traditional skills and competencies OD practitioners need to help transform global, transnational, multinational, and international organizations during complex times 6.Transformational leadership: Discuss leadership styles and competencies needed to help client systems navigate and evolve in complex times 7.Shifts in problem-solving: Introducing and exploring organic, linear, and traditional systemic problem-solving capacities and processes to navigate complex, dynamic environments 8.Case studies examining organizational transformation processes and the mechanisms that measure results

Copyright © PMA 2002 Polarity Map ™ 18 Higher Purpose = Why Balance This Polarity? Deeper Fear from Lack of Balance? Generic Part & Whole Polarity * Thanks to John Scherer, Center for Work and the Human Spirit ** Thanks to The Strategy Academy, Rotterdam, The Netherlands *** Thanks to Todd Johnson, Rivertown Consultants * ** Positive results from focusing on this left pole: Freedom Uniqueness Positive results from focusing on this right pole: Equality Connectedness Negative results of over-focusing on this left pole to the neglect of the right pole: Inequality Isolation Negative results of over-focusing on this right pole to the neglect of the left pole: Loss of Freedom And Uniqueness Early Warnings *** Measurable indicators (things you can count) that will let you know that you are getting into the downside of this left pole. 1. Early Warnings Measurable indicators (things you can count) that will let you know that you are getting into the downside of this right pole. 1. and Action Steps How will we gain or maintain the positive results from focusing on this right pole? What? Who? By When? Measures? 1. Action Steps How will we gain or maintain the positive results from focusing on this left pole? What? Who? By When? Measures? 1. WholePart

System Level Six Spirit Nature And Spirit System Level Five NatureHumanity And Individual System Level Four HumanityCountry And Individual System Level Three CountryOrg. And Individual System Level Two Org.Family And Individual System Level One Family Individual And Individual PartWhole