1. Running Head: Individual vs. Team 1
Managing Individual vs. Team Polarities
Cherry Focht
GB500-02N

2. Individual vs. Team 2
Managing Individual vs. Team Polarities
Polarities and Polarity Management
Polarities are constant forces that pull in opposite directions (Noll, para.7). Despite their
nature of being opposing powers, they are as mutually dependent as inhaling and exhaling (Noll,
para. 3). According to Johnson, DelPol and Jacobs (2013), “polarities are unavoidable,
unsolvable, and indestructible”. They must be managed in a way that benefits both the general
and the specific needs of the company. Ignoring one aspect for too long will be detrimental to the
other and damage the well-being the overall entity.
Larry Hirschhorn (2001) believes there are six polarities in any development project:
1. Take account of the big picture of the project versus pay attention to the details.
2. Help team members advance a project versus help team members shut down a
project.
3. Play a supporting role to enable the project leader to lead versus provides project
leadership.
4. Be responsible for the outcomes of a particular project versus be responsible for
the outcomes of the company’s portfolio of projects.
5. Get resources for the team from the functional groups versus protect the
functional groups from excessive demands on their time, attention and resources.
6. Focus on the context of the project versus focus on the demands of the project
itself.

3. Individual vs. Team 3
The third polarity translates into individual versus team. This is a common struggle for
many teams. For some it can be difficult to stay only with the tasks assigned and want to take
over the project. Other team members may withdraw from more aggressive team members and
silently resent or just relinquish control. Aggressive team members may interrupt when a team
member is slow to respond because they are impatient or know the answer. Meeker team
members may concede when the team makes a decision she does not agree with, not wanting to
force her will upon the group. For example, a team member may want to be more aggressive in
managing the company with office expansion and marketing but not speak up because does not
feel empowered. However, not sharing opinions can hurt the group’s outcome. Not speaking up
can be just as detrimental to teamwork as being overly aggressive.

4. Individual vs. Team 4
The Polarity Map
Collaboration
Well rounded ideas
Multifaceted input
Impartial Actions
Shared goals
Teamwork
Supportive
Lack of creativity
No initiative
Flat perspective
Rigidity
Loss of individuality
Slow decisions
No team support
Conflicting goals
Lack of cohesiveness
Seclusion
No interaction
Stalled
Autonomy
Individual ideas
Creative input
Unique perspective
No restrictions
Flexibility
Quick decisions
Competitive Advantage
Deadlock
Individual Team&
Negative
effects from
excessive
focus on
individual
Negative
effects from
excessive
focus on
team
Positive
effects of
individual
focus
Positive
effects of
team focus

5. Individual vs. Team 5
Applying Polarity Management to your top management team
I would present the issue of polarity management with two important topics:
1. A Polarity is a problem that cannot be solved.
2. Proper management of polarities is a skill that can give great results to chronic problems.
Being a good team player while exercising individuality requires strong interpersonal
communications. The management team needs to understand that group efforts combined with
recognition of individual talents and experience create an effective harmony that will generate
the most productive results. The following techniques will facilitate teamwork and individual
input.
 Use the information given to assess team members and learn about their skills and
experience.
 Respect that other team members may have valuable input.
 Respect group decisions.
 Speak up when you have educated information to offer.
 Allow others to voice opinions.
 Do not guess unless the group agrees to do so.
 Use a democratic approach to make decisions.
 Do not belittle other team members in any way.
 Offer encouragement and support to team members who rarely offer input.
 Take a breath before responding if offended.
 Be empathetic, sympathetic and assertive.

6. Individual vs. Team 6
Management typically views conflicts between individuals and teams as stressful,
negative situations that many would rather ignore than deal with. Discourse between groups can
drain productivity, increase turnover, and create resentment. However, a polarity can have
positive or negative effects on a team. It does not have to control the situation. According to Noll
(2002), “good polarity management requires us to know how to talk to our opposition and to
mediate between opposites.”

7. Individual vs. Team 7
References
Hirschhorn, L. L. (2001). Manage Polarities Before They Manage You. Research Technology
Management, 44,12-15.
Noll, D. E. (2002). Some conflicts can only be managed, not resolved. Business Journal Serving
Fresno & The Central San Joaquin Valley, (322906), 10.
Johnson, B., DePol, L. and Jacobs, J. (2013). Polarity partnerships. Retrieved from
http://www.polaritypartnerships.com/
Welp, M. (n.d.). Polarity mapping worksheet. Retrieved from
http://www.equalvoice.com/polrty_map_wrksht.pdf