Leading in Paradox: An introduction to polarities
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The document introduces the concept of leading in complex times through the management of polarities, emphasizing the need for adaptive leadership. It outlines the differences between problems that can be solved and polarities that must be managed, providing examples and encouraging 'and-both' thinking. The content serves as a starting point for discussions on polarity mapping and strategies for effective leadership in uncertain environments.
Leading in Paradox: An introduction to polarities
- 1. Leading in Paradox: An introduction to polarities Dr Cheryl Doig
- 2. Leading in Paradox: An introduction to polarities We live in increasingly complex times. Such times require leaders to be adaptive and flexible, to accept that there may not be a ‘right’, ‘wrong’, or ‘single’ answer, and to be comfortable with uncertainty. Adaptive leaders are able to: • differentiate between a problem to be solved and a polarity to be managed; • adapt their leadership to the context; • explore and synthesise connections; • probe, sense and and respond based on skills of listening, inquiring and challenging own assumptions; • connect and engage; • undertake retrospective analysis of blind spots and connections missed; • unlearn, learn and relearn. Managing polarities is imperative to leading change in the future. These slides are designed to start the conversation.
- 3. “The nature of paradox, turning things on their head, flipping ideas upside- down —and knowing how to reconcile and ride the tension of opposites—is at the heart of leadership and indeed life.” 3 Sir Paul Callaghan
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- 5. Polarities • have interdependent alternatives • tend to be ongoing and oscillate • have no definitive end point to solving the problem • since they are not solvable, they have to be managed • require „and-both‟ thinking 5 www.thinkbeyond.co.nz
- 6. Problems • independent • can be solved • have a definite end point • don‟t re-occur over time 6 www.thinkbeyond.co.nz
- 7. Examples of polarities • cost & quality • individual & team • planning & action • idealistic & pragmatic • action & reflection • stability & change • centralised & decentralised • internal & external focus • customise & standardise • task & relationship 7 • freedom & accountability • short term & long term • flexibility & structure • work & home • controlling & participative • individual & collective • effective & efficient • activity & rest • mission & margin • rational & intuitive Interdependent pairs
- 8. 8 Is the difficulty ongoing? Are the two poles interdependent? http://www.flickr.com/photos/16230215@N08/5300354275/ www.thinkbeyond.co.nz
- 10. 10 Polarity mapping is a powerful tool for helping leadership to cope with this complexity www.thinkbeyond.co.nz http://www.flickr.com/photos/50451886@N00/3534516458/
- 11. If you are interested in exploring practical strategies for polarity mapping, adaptive leadership, complexity and futurescaping your organisation please contact us. 11 www.thinkbeyond.co.nz/contact
Editor's Notes
- #4: Sir Paul Callaghan, one of New Zealand’s most influential scientist’s and New Zealander of the Year 2011, understood the importance of paradox.
- #5: Polarities are sometime referred to as dilemmasor sticky situations!
- #6: An example of a polarity - downsizing requires a focus on costs and people – they are opposed but inter-related.
- #7: A problem to be solved is either/or – for example moving to a new office complex. Which one shall we choose?
- #8: Become well versed with naming polarities in your field and sector
- #9: Eg juggling – you can’t alter the throwing without affecting the catching. You can’t say I will just do the catching bit.