1.5 - About University

7.4 P OLARITIES: DEALING WITHI NTRACTABLE P ROBLEMSInspired by Barry Johnson.Polarities are those dilemmas that won’t go away, even if you throw more money and resourcesat them. Polarity refers to any situation in which two people or groups defend two ends of aspectrum in a mutually exclusive way. This does not include either–or decisions, like whetherto change suppliers. Neither does it apply to continuums, like whether to use light or heavycars. Examples of polarities that allow camps to form around an issue are:• to centralize versus to decentralize;• to use a top-down style of management versus a participative management style; or• to use a team approach versus an individual approach to work.Leaders need to consider two characteristics of polarities:✔✔Thinking either–or presents a clear view of only half the picture.In order to lead in polarizing situations, the emphasis has to shift from an either–or toa both–and approach.To use the analogy of breathing, humanscannot have the benefit of one pole—oxygen—without tending to the other pole—carbondioxide. (An ironic implication for organizationsis that breathing, using both poles, is alife-sustaining process!)How does this apply to leadership? Just as inbreathing, the opposite camps in a polarized situationare paradoxically interdependent. Takethe polarity example illustrated here: the questionof organizing around individuals or teams.Solution:Get fresh oxygenThe Breathing PolarityProblemToo much carbon dioxideThe team pole may tend to praise its own upsides of teamwork, while pointing out the downsidesof the individual pole. Yet, all leaders know that these poles are interdependent. You cannothave a strong team without strong individuals. However, if the individuals are too strong,they may undervalue the contribution of other members; then, in essence, you no longer havea real team. As a leader, how do you deal with this polarity?Here is a diagram that illustrates the upsides and downsides (agreed upon by the group) ofthe individual versus team choice. Later, the group can design systems and policies to maximizethe upsides and minimize the downsides. While going through this process, keep in mindthat there will always be tension between the two poles. At times, the team will take precedenceover the individual, and vice versa.12Solution:Clean out carbon dioxide34Problem:Lack of oxygen212 SECTION 7 TOOLS FOR PROBLEM SOLVING, DECISION MAKING, AND QUALITY