Running head: POLARITY MANAGEMENT FOR AEA INTERNATIONAL SYSTEMS

POLARITY MANAGEMENT FOR AEA INTERNATIONAL SYSTEMS Darlene Maney AEA International Systems

POLARITY MANAGEMENT FOR AEA INTERNATIONAL SYSTEMS

CONTENTS Abstract ............................................................................................................................................3 Polarity and Polarity Management...3 Individual and Team Polarity Map..5 Applying Polarity Management to the Top Management Team 5 References ........................................................................................................................................6

POLARITY MANAGEMENT FOR AEA INTERNATIONAL SYSTEMS

Abstract AEA International Systems can benefit from the use of polarity management as a tool in uniting the executive management in directing the operations of the company. This paper will discuss polarity management and how we can best utilize this tool to help grow the corporation. We will define polarity management; describe the principles, and the results that can be attained.

Polarity and Polarity Management The best way to demonstrate what a polarity is would be to say that it is initially begun when a problem arises. One may think he or she has solved the problem, but, in doing so, another problem emerges. What this could really mean is that the original problem was not a problem at all, but a polarity that needed to be managed. It becomes a situation that needs to be addressed, but will still be related to the original problem. It is, however, important to understand that polarity management can only be used when two conditions are apparent (1) the issue must be ongoing, and (2) the two poles must be interdependent. (Mike Caldwell, Insider Reports) According to the article How to Add Value in Continuing Strategic Change, polarities are "interdependent opposites that need each other for sustainable success over time.

An example of polarity is the image that we have all seen of the goblet/two faces. (This image may be viewed at www.team-building-leadership.com/polarity_management.html ) There are those individuals who would see the goblet. There are also those individuals who would see the two faces. Both of them are correct in what they see. It is a matter of focus. If you focus in one way, you will see the goblet, but if you allow yourself to focus another way, you will see the two

POLARITY MANAGEMENT FOR AEA INTERNATIONAL SYSTEMS

faces. When you focus on one, then focus on the other, you begin to see the entire picture. It is not possible, of course, to see both views simultaneously, but you will be able to appreciate what the entire picture is about. However simplistic the example, the point is that for an organization to success fully manage a polarity, it must first focus on one side of the issue, then the other, going back and forth between them until it can identify the strengths and weaknesses of the two poles that exist within the dilemma. (Mike Caldwell, Insider Reports)

According to Mike Caldwell, writing in Insider Reports, leaders who understand the strength of managing polarities are more effective because: They save time and energy not trying to solve problems which are unsolvable., they better understand the resistance they will face in making changes in the organization, they can better negotiate with the oppositional forces to those changes, they will be more effective mediators, they will be able to anticipate problems and formulate solutions to minimize those problems, and improve decision making by the team when the leaders realize the power of the and and dont rely constantly on either/or decisions. (Mike Caldwell, Insider Reports)

Usually polarities are found in any form of organizational change. There are two sides that can generally be found: the status quo and the crusaders. (Dr. Barry Johnson, Polarity Management: Identifying and Managing Unsolvable Problems) The status quo is happy with

the way things are, and the crusaders feel the need for change. Dr. Johnson recommends that executives begin by trying to understand the opposing viewpoint. This will require more than just good listening, rather, seeing that the two sides operate interdependent of each other that

POLARITY MANAGEMENT FOR AEA INTERNATIONAL SYSTEMS

is, the strength of one is a weakness of the other, and vice versa. It is when the two opposing sides listen and understand both perspectives that the complete picture can be seen.

Individual and Team Polarity Map

L+ Has personal strengths Has ideas on goals Personal Experiences Individual Ideas stagnate Conflicts neglected No growth as employee L-

Upside Team cohesion

R+

Brainstorming of ideas to strengthen goals Different experiences and solutions Team Strong personalities overshadow others Nonparticipation of some members Frustration with non-accomplishment Downside R-

Applying Polarity Management to the Top Management Team

I think our team could benefit from the usage of Polarity Management. There are times when we have not been on the same page and I feel that it may be due to team members that have focused more on their individual tasks and goals as opposed to the cohesiveness of a team working together towards the overall goal. The purpose of the above polarity map is to demonstrate both sides of the poles so that we can better understand the dilemma before us, and we can draw from the strengths and weaknesses to further our mission.

POLARITY MANAGEMENT FOR AEA INTERNATIONAL SYSTEMS

References Caldwell, Mike. (2007, January 16). Polarity Management. Retrieved June 13, 2010, from InsiderReports.com Web site: http://www.insiderreports.com/ storyprintpage.asp?storyID=20018751&ChanID=BZ&Dept Allen, Connie. (n.d.). Book Review [Review of the book Polarity : Identifying and Managing Unsolvable Problems by Barry Johnson]. Society for Health Systems. Retrieved June 13, 2010, from http://www.iienet2.org/shs/printerfriendly.aspx?id=5446 Welp, Michael. (2010). Polarity Mapping Worksheet. Retrieved June 14, 2010, from www.equalvoice.com Jacobs, Robert W, Johnson, Barry, McKeown, Frank, . (2010). How to Add Value on Continuing Strategic Change. About.com June 15, 2010, About.com Web site: http:// humanresources.about.com/od/changemanagement/a/value_2.htm?p=1