1. Copyright © PMA 2002 Polarity Map ™ 0 Our Gift of Polarities For You and Those You Coach The Hudson Institute of Santa Barbara Presented by: Barry Johnson April 5, 2008 This material is based on work by Barry Johnson and Polarity Management Associates

2. Copyright © PMA 2002 Polarity Map ™ 1 Purpose To enhance your personal life and coaching performance. Objectives 1. Improve your effectiveness and the effectiveness of those you coach in addressing the 5 “ Cs ” : Complexity – Seeing The Forest and The Trees Change – Convert resistance to change into a resource for Stability and Change. Conflict – Create “ Win/Win ” outcomes by tapping value pairs Chronic Issues – Convert chronic problems into ongoing opportunities. Cross Cultural Issues – Celebrate and capitalize on differences. 2. By Learning: The value of either/or thinking The value of both/and thinking To distinguish between problems to solve and polarities to manage How all polarities look and work The four action steps for managing polarities well over time 3. So that at the end of the workshop you will have made real progress in three areas: Looking at your own coaching through a polarity lens. Coaching with a focus on organizational change from a polarity perspective. Your ability to apply Polarity Management™ in your personal and professional life.

3. Copyright © PMA 2002 Polarity Map ™ 2 InhaleExhale Get Oxygen Too Much Carbon Dioxide Clean Out Carbon Dioxide Lack of Oxygen

4. Copyright © PMA 2002 Polarity Map ™ 3 RestActivity Positive Results: Negative Results:

5. Copyright © PMA 2002 Polarity Map ™ 4 GPS = Greater Purpose Statement Effective Leader Deeper Fear from Lack of Balance? Ineffective Leader Basic Action Steps to Manage a Polarity Well Over Time * 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: What I Value too much of which can lead to the quadrant below: Positive results from focusing on this right pole: At those times I would like to be more… Negative results of over-focusing on this left pole to the neglect of the right pole: Sometimes I think I am too… Negative results of over-focusing on this right pole to the neglect of the left pole: What I fear if I do too much of the quadrant above to the neglect of the upper left quadrant: 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. 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.

6. Copyright © PMA 2002 Polarity Map ™ 5 Competitive Advantage Can ’ t Compete and Autonomous Business Units

7. Copyright © PMA 2002 Polarity Map ™ 6 The Polarity Management™ Process – 6 Steps 2 - Include Key Stakeholders 1 -Define the Issue 6 – Action Steps and Early Warnings 4 - Understand How Polarities Work 3 - Build the Polarity Map 5 – Assess Realities With This Polarity Polarity Paradox Dilemma 1-2-3-4-5-6-7-8

8. Copyright © PMA 2002 Polarity Map ™ 7 Step One - Define the Difficulty The client is or should be moving from:And is or should be moving to: Individually first: (2 minutes) List the most important things your clients are dealing with today: What are the most exciting possibilities? What are the most difficult, chronic problems? As a table team: (3 minutes) Compare notes, identify themes and choose one possibility/problem to work on:

9. Copyright © PMA 2002 Polarity Map ™ 8 ** * Fears = Negative results from over-focusing on the right pole to the neglect of 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 Values = Positive results from focusing on the left pole Greater Purpose Statements (GPS) - why balance this polarity? Deeper Fear from lack of balance Early Warnings Measurable indicators (things you can count) that will let you know that you are getting into the downside of this right pole. Early Warnings *** Measurable indicators (things you can count) that will let you know that you are getting into the downside of this left pole. 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? & & Basic Steps to Managing a Polarity Well Over Time

10. Copyright © PMA 2002 Polarity Map ™ 9 Competitive Advantage Can ’ t Compete 1. 2. 3. 4. 1. 2. 3. 4. 1. 2. 3. 4. 1. 2. 3. 4. Negative Results of Over-focusing on Stability to the Neglect of Change Neutral Name of Left Pole Positive Results of Focusing on Stability Why? Guide to Polarity Map Content Negative Results of Over-focusing on Change to the Neglect of Stability Neutral Name of Right Pole Positive Results of Focusing on Change GPS = Greater Purpose Statement Deeper Fear * * Thanks to John Scherer, Center for Work and the Human Spirit ChangeStability

11. Copyright © PMA 2002 Polarity Map ™ 10 & Novel (Change) Familiar (Stability) Familiar (Stability) & Novel (Change) Based on “ The Neuroscience of Leadership ” by David Rock and Jeffrey Schwartz

12. Copyright © PMA 2002 Polarity Map ™ 11 Effective Leadership Ineffective Leadership Rigidly in a rut and unable to respond to new challenges Lack of innovation and creativity Staff bored with lack of ideas or new opportunities Clear direction Completion of projects Satisfaction and energy from sense of accomplishment Lack of direction Projects not completed Staff overwhelmed with projects and frustrated with lack of accomplishment Flexibility in responding to new challenges Innovation and creativity is stimulated Satisfaction and energy from new opportunities and Being ExpansiveBeing Focused

13. Copyright © PMA 2002 Polarity Map ™ 12 ** * Fears = Negative results from over-focusing on the right pole to the neglect of 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 Values = Positive results from focusing on the left pole Greater Purpose Statements (GPS) - why balance this polarity? Deeper Fear from lack of balance Early Warnings Measurable indicators (things you can count) that will let you know that you are getting into the downside of this right pole. Early Warnings *** Measurable indicators (things you can count) that will let you know that you are getting into the downside of this left pole. 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? & & Basic Steps to Managing a Polarity Well Over Time

14. Copyright © PMA 2002 Polarity Map ™ 13 Problem or Polarity? – Four Lenses 1.Is the difficulty ongoing, like breathing? yes = probably a polarity to manage no = probably a problem to solve. 2. Are there 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. yes = probably a polarity to manage no = probably a problem to solve. 3. Is it necessary, over time, for you to have both identified upsides ” yes = probably a polarity to manage no = probably a problem to solve. 4. Will focusing on one upside to the neglect of the other eventually undermine your efforts to move toward your higher purpose. yes = probably a polarity to manage no = probably a problem to solve.

15. Copyright © PMA 2002 Polarity Map ™ 14 GPS Greater Purpose Statement: Deeper Fear from Lack of Balance? Basic Action Steps to Manage a Polarity Well Over Time * 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 * ** 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. Early Warning s *** Measurable indicators (something you can count) that you are getting the downsides of this left pole. Who will know? Early Warning s Measurable indicators (something you can count) that you are getting the downsides of this right pole. Who will know? 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?

16. Copyright © PMA 2002 Polarity Map ™ 15 Barry Johnson, PhD Polarity Management Associates 1496 Manitou Lane Middleville, MI. 49333 616-233-3291 bjohnson@polaritymanagement.com www.polaritymanagement.com