0. Rochester Institute of Technology
Introduce yourself.
If you use a personal story for your introduction, tie it in with Polarity Management.
Be clear about how the introductory course fits into everything else that the institute offers. We are already doing this to some degree. What I mean by this includes thinking like:
What will be covered in the intro course with the intent of “Awareness” only because “Understanding” will come in a later course and “Skill” will come through yet another course.
NOTE: IF THIS IS LESS THAN A FULL DAY, IT WILL BE AN AWARENESS COURSE. IF IT IS A ONE DAY COURSE IT WILL BE AN UNDERSTANDING COURSE.
Polarity Thinking: A Look Within
for greater Self-Knowledge
Margaret Seidler, MPA, Polarity Management Master
Material based on work of Barry Johnson, PhD, Founder of Polarity Partnerships, LLC

1. Preferences Instructions: In your handout, notice that the two
columns are related. The items in the left column are
related to the corresponding item in the right column.
For example, activity and rest are related. Please
indicate which of these two items you prefer. So, in
general, do you prefer activity or rest? Go through the
list and circle the alternative you prefer. The one on
the left or the one on the right.

2. 1
Session Purpose
Reflect and gain more insight about myself as a key contributor to RIT’s success
Be aware of an approach to help me test the limits of my knowledge and embrace ambiguity
Alter my thinking in a positive way about possibilities - building on what I’ve already mastered
Think differently about the issues we face as an organization
Begin to question my own assumptions in the broader context in service of a shared purpose
Feel energized about how I might approach the next school year

5. 360 Leader Feedback (1992)
A legend in my own mind!

6. RESILIENCE

7. The Door Opened Wide (2001)
Dr. Barry Johnson, Founder of Polarity Management

8. Values are best served in Pairs!
The Magic Bullet…
Values are best served in Pairs!
And, if we fail to recognize this, what makes us strong can also make us weak…

9. 2
Polarities
Paired values (often competing) that need each other over time in order to achieve a greater purpose
and
Infinity
Is the ongoing nature of polarities… an energy system which is never ending.
and
Based on the work of Barry Johnson, PhD and Polarity Management Associates

10. Polarities have always existed.
Recorded history reflects them.
The research is clear…
Individuals and organizations that intuitively manage polarities out-perform those that don’t.
You have been managing them.
and

11. 3
There are two truths in every polarity, both of which are accurate but neither of which is complete.
QUICK INSIGHT

12. Activity!!!

13. 4
Negative results from too much focus on Activity and no Rest
Negative results from too much focus on Rest
and no Activity
Positive results from focusing on Activity
Positive results from focusing on Rest
and
Activity
Rest
Note that Activity and Rest is another biological polarity that we all experience.
At tables or with all standing in the room evenly divided in the quadrants, or if small enough with everyone starting in the same quadrant, have them walk through the normal flow stating the up and downsides of the quadrants as they go. Have them move through the oscillation ending with a back and forth naming of the upsides to indicate the synergy of the two. Ask participants to read the downsides back and forth to indicate the downward spiral.
Remind them that with this polarity they now have a hr feedback loop, showing infinity loop & oscillation again.
Explain that when feedback loops get longer, you are more likely to forget you are dealing with a polarity.

14. Rest

15. Rest Activity 5 and Experiencing the Upside Experiencing the Upside
Anticipating
the Downside
Anticipating
the Downside
Experiencing
the Downside
Experiencing
the Downside
Anticipating
the Upside
Anticipating
the Upside
Optional Activity
Point out the 8 segments of the infinity loop. Using arrows taped on the floor, ask all members of the group to join at the loop and to stand in the area that represents what they are experiencing in real life.
Ask participants who have a strong propensity for activity what they typically do when they are in the downside of activity. Do the same with participants who have a strong propensity for rest. (You will notice that they usually work harder at maintaining their preferred pole. For example, people who thrive on activity will usually look for devices that accelerate their activity—PDAs, etc.—instead of getting rest. They are also likely to short change the opposite pole—checking s while on vacation, etc. The reverse is true with those who prefer the rest pole.)
Invite the group to discuss the implications. Explain that taking the typical problem solving approach (finding more effective ways to be active) won’t work in this case because this a polarity to be managed rather than a problem to be solved.
Explain that polarities are unsolvable, indestructible, and unavoidable and therefore the oscillation is necessary. If one pole is given excessive attention and the other is given too little quality attention, you will eventually end up experiencing the downsides of the preferred pole and the only way to self-correct is to give quality attention to the other pole.

16. Professional Leadership Polarities
Task and Relationship
Candor and Tactfulness
Confidence and Humility
Critical (Objective) Analysis and Encouragement
Control and Empowerment
Structure and Flexibility
Logic and Creativity
Individual Work and Teamwork
Planning and Implementation
Decision Making: Swift and Mindful
Have a taped vertical and horizontal line on the floor creating the 4 quadrants of a polarity map. Make a tape “+” sign in the inner corner of the two upsides and a tape “-” sign in the inner corner of the two downsides. Make sure there is enough space in each upside for all participants.
Have participants quickly go through the list and put a check by their preference for each (30 Seconds)
Ask participants to take their workbooks or this page with them and move to the upside of the pole that represents their preferred choice. Start off with one of the pairs.
When individuals talk about why they chose the pole they chose, they stay in the upside quadrant to talk about the positives of their preferred pole. Ask them to go to the downside of the opposite pole if they want to talk about the limits or concerns associated with the opposite pole.
Key points:
We choose a pole both because there is something positive we associate with our preferred pole (its upside) AND there are some concerns we have with the opposite pole (its downside).
Opposition becomes resource in filling out a complete map because each group has easy access to one upside and its opposite downside. Combining both points of view gives a more complete picture.
The smaller your opposition the more you need to listen to them. This is because a large majority preferring one pole makes the group vulnerable to over-focusing on that pole and neglecting the pole favored by only a few. The group thus is vulnerable to the downside of their preferred pole.

17. Polarity Principles To manage dilemmas, paradoxes, you recognize that…6
Polarity Principles
To manage dilemmas, paradoxes, you recognize that…
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?
Need each other over time
Indestructible – no matter your preference

18. Paradoxical Realities
Professionals who:
are strong, ask for help
share power, gain power
give more, receive more
take the blame, avoid blame
take time, save time
are not simply technicians, lead
Adapted Edward J. Dwyer, 1994

19. Polarity Map Serves as a “wisdom organizer”7
Polarity Map
Serves as a “wisdom organizer”
Provides a container to understand complexity more concretely
Makes visible differing points of view based on preferences
Shows connection and interdependence
Increases “Agility to Change”
Gives opposing voices a place to be heard and understood in the context of a unifying Greater Purpose (At the end of the day, we all want…)

20. Preferred Value Point of View
Motivational Value: Humility
Greater Purpose
Deeper Fear
Positive results
Negative results
to avoid
Value
???
In this example from Power Surge, Morgan Bennett, the main character’s ultimate goal like most of us is to be an effective leader. Humility is an important Motivational Value for her. She acts with great Humility in leading others to achieve success where she works. From Morgan’s point of view, it’s easy for her to see the positive results she gets when she focuses on Humility such as:
Feel unpretentious.
Seem easy to be around
Demonstrate openness to others’ ideas
Another motivating factor to keep Morgan focused on Humility is that she is fears and wants to avoid these:
Feel arrogant
Seem difficult to be around
Demonstrate lack of interest in others’ ideas
These sorts of concerns cause her to believe even more strongly that Humility is the “right way” for an effective leader to act so she continues to place greater and greater emphasis on it.
Polarity Map™ © 1992, 2008 Polarity Management Associates, LLC / * Thanks to John Scherer, The Scherer Leadership Center / ** Thanks to De Wit & Meyer BV

21. dependent Value: Confidence
Missing Point of View
Inter-
dependent Value: Confidence
Greater Purpose
Deeper Fear
Positive results
Negative results
to avoid
???
Value
In Morgan’s situation, Confidence is the Interdependent Value that is being neglected.
By neglecting Confidence, Morgan misses out on its associated positive results such as:
Look assured in her demeanor
Set clear, predictable expectations
Face the unknown while moving forward to drive organizational results
So by focusing solely on Humility to guide her actions as a leader and neglecting Confidence over time, Morgan’s strengths turn into weaknesses. Below are some negative results Morgan experiences at the utility because she over-focuses on Humility and neglects Confidence.
Look unsure
Set unclear, unpredictable expectations
Retreat form the unknown so organizational results suffer
In fact, the more strongly we embrace our Motivational Values and believe we are saying and doing the “right” things; the more difficult it is for us to recognize that an Interdependent Value exists. I call this a “blind spot.”
Polarity Map™ © 1992, 2008 Polarity Management Associates, LLC / * Thanks to John Scherer, The Scherer Leadership Center / ** Thanks to De Wit & Meyer BV

22. My Leadership Strengths
Task
Confidence
Swift Decision-maker

23. My Leadership Weaknesses
Task…cold, detached
Confidence…arrogance
Swift Decision-maker…leap without looking

24. High Performing Leader
One View – Either this…
High Performing Leader
Low Performing
Positive results
Negative results
to avoid
Task
Relationship
In this example from Power Surge, Morgan Bennett, the main character’s ultimate goal like most of us is to be an effective leader. Humility is an important Motivational Value for her. She acts with great Humility in leading others to achieve success where she works. From Morgan’s point of view, it’s easy for her to see the positive results she gets when she focuses on Humility such as:
Feel unpretentious.
Seem easy to be around
Demonstrate openness to others’ ideas
Another motivating factor to keep Morgan focused on Humility is that she is fears and wants to avoid these:
Feel arrogant
Seem difficult to be around
Demonstrate lack of interest in others’ ideas
These sorts of concerns cause her to believe even more strongly that Humility is the “right way” for an effective leader to act so she continues to place greater and greater emphasis on it.
Polarity Map™ © 1992, 2008 Polarity Management Associates, LLC / * Thanks to John Scherer, The Scherer Leadership Center / ** Thanks to De Wit & Meyer BV

25. The Other View - Or That…
High Performing Leader
Low Performing Leader
Positive results
Negative results
to avoid
Task
Relationship
In Morgan’s situation, Confidence is the Interdependent Value that is being neglected.
By neglecting Confidence, Morgan misses out on its associated positive results such as:
Look assured in her demeanor
Set clear, predictable expectations
Face the unknown while moving forward to drive organizational results
So by focusing solely on Humility to guide her actions as a leader and neglecting Confidence over time, Morgan’s strengths turn into weaknesses. Below are some negative results Morgan experiences at the utility because she over-focuses on Humility and neglects Confidence.
Look unsure
Set unclear, unpredictable expectations
Retreat form the unknown so organizational results suffer
In fact, the more strongly we embrace our Motivational Values and believe we are saying and doing the “right” things; the more difficult it is for us to recognize that an Interdependent Value exists. I call this a “blind spot.”
Polarity Map™ © 1992, 2008 Polarity Management Associates, LLC / * Thanks to John Scherer, The Scherer Leadership Center / ** Thanks to De Wit & Meyer BV

26. Strengths in Pairs Task and Relationship Confidence and Humility
Swift Mindful and Decision-making
The Power of And

27. High Performing Leader
See the Positives of BOTH
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
Task
Relationship
High Performing Leader
Low Performing Leader
Get things done
Concern for those
doing the work
Cold, detached from
those doing the work
Feelings get in the
way of work getting
done
and
Virtuous Cycles and Vicious Cycles
Virtuous Cycles are created when the values pair works in concert to attain a Higher Purpose. The spiraling arrows upward portray to the true power of the “and.” It stands for the ability to maintain a balance between the values pair over-time that has the effect of creating virtuous circles or synergy. As you consistently tap the positive results of each value in the pair, you increase your ability and capacity to achieve greater levels of performance. Performance is enhanced beyond what is capable when a leader has a point of view based solely on your own Motivational Value.
Vicious Cycles can also be produced. The arrow spiraling downward illustrates the negative results a leader can experience such as reduced performance and effectiveness if one value is not in balance. For example, if Morgan continued to work on being more self-effacing and humble, rather than become more self-confident, she would be caught in a downward spiral toward total ineffectiveness as a leader. That is something every leader wants to avoid at all costs.
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

28. High Performing Leader
See the Positives of BOTH
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
Task
Relationship
High Performing Leader
Low Performing Leader
Get things done
Concern for those
doing the work
Cold, detached from
those doing the work
Feelings get in the
way of work getting
done
and
Virtuous Cycles and Vicious Cycles
Virtuous Cycles are created when the values pair works in concert to attain a Higher Purpose. The spiraling arrows upward portray to the true power of the “and.” It stands for the ability to maintain a balance between the values pair over-time that has the effect of creating virtuous circles or synergy. As you consistently tap the positive results of each value in the pair, you increase your ability and capacity to achieve greater levels of performance. Performance is enhanced beyond what is capable when a leader has a point of view based solely on your own Motivational Value.
Vicious Cycles can also be produced. The arrow spiraling downward illustrates the negative results a leader can experience such as reduced performance and effectiveness if one value is not in balance. For example, if Morgan continued to work on being more self-effacing and humble, rather than become more self-confident, she would be caught in a downward spiral toward total ineffectiveness as a leader. That is something every leader wants to avoid at all costs.
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

29. Preferred
Value
Interdependent Value
Greater Purpose
Deeper Fear
and

30. On-going Movement
and
Preferred
Value
Interdependent Value

31. Strength becomes a Weakness without the Both Over Time8
Strength becomes a Weakness without the Both Over Time
Preferred
Value
Interdependent
Greater Purpose
So I have a blind spot about these positive results
Because I value
these positive
results
and
I also fear and want to avoid these negative results
Due to my blind spot, I end up down here getting these negative results
Deeper Fear

32. Getting the Positives of both Viewpoints
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
and
Virtuous Cycles and Vicious Cycles
Virtuous Cycles are created when the values pair works in concert to attain a Higher Purpose. The spiraling arrows upward portray to the true power of the “and.” It stands for the ability to maintain a balance between the values pair over-time that has the effect of creating virtuous circles or synergy. As you consistently tap the positive results of each value in the pair, you increase your ability and capacity to achieve greater levels of performance. Performance is enhanced beyond what is capable when a leader has a point of view based solely on your own Motivational Value.
Vicious Cycles can also be produced. The arrow spiraling downward illustrates the negative results a leader can experience such as reduced performance and effectiveness if one value is not in balance. For example, if Morgan continued to work on being more self-effacing and humble, rather than become more self-confident, she would be caught in a downward spiral toward total ineffectiveness as a leader. That is something every leader wants to avoid at all costs.
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

33. Virtuous Cycles and Vicious Cycles**
and
Motivational Value
Interdependent Value

34. Synergy Achieves a Greater Purpose & Generates New Potential
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 **
and
Virtuous Cycles and Vicious Cycles
Virtuous Cycles are created when the values pair works in concert to attain a Higher Purpose. The spiraling arrows upward portray to the true power of the “and.” It stands for the ability to maintain a balance between the values pair over-time that has the effect of creating virtuous circles or synergy. As you consistently tap the positive results of each value in the pair, you increase your ability and capacity to achieve greater levels of performance. Performance is enhanced beyond what is capable when a leader has a point of view based solely on your own Motivational Value.
Vicious Cycles can also be produced. The arrow spiraling downward illustrates the negative results a leader can experience such as reduced performance and effectiveness if one value is not in balance. For example, if Morgan continued to work on being more self-effacing and humble, rather than become more self-confident, she would be caught in a downward spiral toward total ineffectiveness as a leader. That is something every leader wants to avoid at all costs.
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

35. Tap It - #2 Action Steps 9 * ** and Action Steps Early Warnings***
Values = positive results from focusing on 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
Fears = negative results from over-focusing 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? *
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
Tap It - #2 Action Steps **
and
Action Steps
How will we gain or maintain the positive results from focusing on this left pole? What? Who? By When? Measures?
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.

36. Tap It - #3 Early Warnings9
Values = positive results from focusing on 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
Fears = negative results from over-focusing 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? *
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
Tap It - #3 Early Warnings **
and
Action Steps
How will we gain or maintain the positive results from focusing on this left pole? What? Who? By When? Measures?
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.

37. Keys Both values are important.10
Keys
Both values are important.
They are interdependent, often opposites, that need each other over time in order to sustain leadership effectiveness
If you over focus on “Task” and neglect “Relationship” you will get the negative results of “Reality.” The reverse is also true.
To move from the downside of either Value, you must focus on the interdependent Value.
The oscillation is ongoing……..the natural tension between the two is unavoidable, unsolvable, indestructible, and can be tapped to raise performance to a higher level.
Review this summary slide.

38. Power of the “And” Live a better life & stand out from the crowd:
Embrace extremes on a number of dimensions at the same time
Instead of choosing A or B, figure out how to have A and B

39. Enlightened Thinking
“The courage to confront problems I can solve and move on,
The skills to manage polarities that will be with me forever,
And the wisdom to distinguish between the two.
My great discovery: that I myself am a polarity to be managed not a problem to be solved!”
Dimis Michaelides
Nicosia, Cyprus
June 2011

40. and The Polarity Management™ Consultant Development Intensive
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
Leadership
Development
Organizational
Development
and
The Polarity Management™
Consultant Development Intensive
Delivered by: Robert Jacobs, Barry Johnson, Liz Monroe-Cook,
Beena Sharma and Elaine Yarbrough
Sponsored by PMA
October and December 6-7, 2007
This book belongs to ____________________
Low Performing Organization

41. Polarities in our Lives11
Polarities in our Lives
Where polarities exist…
Breathing
Personal and leadership preferences
Group dynamics
Organization issues
State, national and global policies

42. Typical Uses of Polarity Management12
Typical Uses of Polarity Management
Leadership development
Change management
Conflict resolution
Strategic planning
Negotiation
Diversity
Coaching
Team development
Employee surveys
Organizational assessment and improvement

43. Unsolvable Problems to Manage for RIT Greatness…
Should we focus on…
Student Centered and Professional Development & Scholarship
Innovation/Flexibility and Traditional Ways/Structure
Teamwork/Collaboration and Individual Initiative
Cross-college Divisions and My Department
Growth of Grants and Quality of Grant Work
Amenities and Academics
Teaching and Learning
Technology Focus and Research Focus

44. Thank You! For more info go to… www.mypowersurge.com Margaret Seidler13
Thank You!
Margaret Seidler
Author of Power Surge
For more info go to…