Polarity Management by Barry Johnson
What it is about
Barry Johnson came up with the basic principles of behind this book already during 1970s and has been refining his ideas and testing them in the real world ever since. This book is a synthesis of his work over the last four decades and introduces the concept of polarities (which are distinct from problems) and a structured approach to manage polarities aimed at maximising their upsides and limiting their downsides. Johnson also providers us with a range of specific real-life examples of polarities from all walks of life as well as his personal experience in applying his approach and polarity maps to help leaders and organisations to make better choices.
Categories
management | leadership | change | transformation | strategy
Related titles
‘And’ vol. I and vol. II by Barry Johnson
Key ideas & Notes
Why
Address complex issues without being overwhelmed
Leveraging polarities makes you more effective
Increase attainability, speed and sustainability of change
Address chronic conflict and polarisation
Polarities allow us to see things more completely
Many trends are polarities to manage not problems to solve
Seeing these as problems to solve radically undermines our ability to manage them effectively
Polarities are interdependent - cannot choose one and “solve it” and neglect the other
Polarities
Polarities are unavoidable and indestructible and unstoppable
Polarities and interdependent pairs that need each other over time
What keeps us from moving from one pole to another is our fear of the downside of the pole we are moving towards (we will lose the upside of the pole we are moving away from). We need to hold on to the upsides of the pole we are in and create benefit through the upsides of the pole we are moving
Orgs should think about values in pairs
To gain and maintain the benefits of one pole, you must also pursue the benefits of the other
Overemphasis on one pole for a long time results in experiencing downsides of that pole AND downsides of the opposing pole
Shifting between both poles always tends to happen - the aim it to maximise the upsides and minimise downsides.
Shifting is necessary and healthy
Polarity or a Problem?
Polarity — Two right answers that are interdependent: “I and my opposition are not only both right, we are each dependent on the other’s truth over time.
Problem
One right answer: “If I’m right, my opposition is wrong.”
Two or more right answers that are independent: “There’s more than one alternative here, let me try this or that one.”
Crusading vs. Tradition bearing
Being really effective at Crusading requires being really affective at tradition bearing and vice versa.
Tension about whether to shift to the opposite pole or not
Crusaders
The greater the *difference in clarity* about the content of the two diagonal quadrants, the stronger someone will feel about the “rightness” of their position and the “wrongness” of the opposing position
Change agents
Identify downsides of the present pole
Identify upsides of the opposite pole
Provide energy to move from one to the other
The aim is to maximise the upsides of each pole and minimise their downside
Effective Crusading
Invert the natural flow - instead of bottom left (L-) to top right (R+) start with (L+) and move to (R-) and then to (R+)
Start with affirming the benefits of the present pole and downsides of the new pole - hear Tradition Bearers out
Force yourself to see the whole picture
Tradition Bearers
Want to preserve what is good about the present and avoid things getting worse
Provide vision and energy for staying in the current pole
Tend to be blind to the downsides of the current pole
Need to understand first what we value today to get ‘Unstuck’ (point 1). The fear of getting stuck in the opposite pole, gets us stuck in our own (current) pole
Effective Tradition Bearing means not to block Crusaders but to join them and challenge them at the same time and recognise that the situation is a polarity that needs managing.
Accuracy (‘being right’) vs Completeness
Both sides can be ‘accurate’ in the perception of the current status from their perspective yet not have a complete view.
Being right/accurate is the easy part. Finding the ‘rightness’ in the opposite person’s view.
It is easier to expand one’s views than make others to expand theirs. Need to let go the primacy of one’s own view
Instead of contradicting each other’s views, the aim is to ‘supplement’ each other’s view to create a more complete picture
How — 5 Skills/Knowledge needed
1. Recognise a polarity (as opposed to a problem)
2. Know there’s an upside and downside to each pole
3. Being sensitive to the downsides as they are being experienced
4. Being willing to shift poles as needed
5. Knowing how to talk to ones opposite and how to mediate
Polarity map provides a structure for addressing the whole picture
Summary
Polarities are all around us — in our personal lives, in business, in politics and in society as a whole. Yet, way too often we fail to spot that what we are dealing with is actually a polarity that needs management rather a problem that needs solving. The result is a never-ending cycle of changes and ‘oscillations’ as one solution to a perceived ‘problem’ is brought in just to be later replaced with its opposite. Johnson’s book (and its accompanying volumes titled ‘And’) including the system of Polarity Maps to capture, visualise and practically 'manage’ polarities are great contributions to the field of effective management of change, decision making, policy-making and organisational leadership. A very insightful and practical book especially for those who are leading change in a team or an organisation.
And many thanks to Dianne Scott who introduced me to the concept of Polarity Management in the first place!
