Leveraging Polarities - EIL presentation
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Session Overview: As part of our Executive Integral Leadership course at Notre Dame, our team will be presenting to several groups on some of the course content we found applicable. This topic on Polarities explores the types of thinking that can hinder a company's decision making and addresses ways to be more expansive and growth mindset oriented. It was universally appreciated and one that I'm eager to share with our various teams. - Please feel free to share with others as this will be virtual. Learning Objectives: Outline the differences between problems and paradoxes Learn how we suffer and navigate paradoxes Learn the 5 steps of navigating a polarity Understand the difference between benefits and overuses of polarities and how to map them Discuss the transformational throughway
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Leveraging Polarities - EIL presentation
- 1. Executive Integral Leadership | Team 4 LEVERAGING POLARITIES Discovering a Both/And Mindset
- 2. Executive Integral Leadership | Team 4 TEAM Executive Integral Leadership | Team 4 4
- 3. Executive Integral Leadership | Team 4 LEARNING OBJECTIVES 1. Outline the differences between problems and polarities. 2. Learn how we suffer and navigate paradoxes. 3. Learn the 5 steps of navigating a polarity. 4. Understand the difference between the benefits and overuses of polarities and how to map them. 5. Discover the transformational throughway.
- 4. Executive Integral Leadership | Team 4 PROBLEMS A QUESTION OR PUZZLE THAT NEEDS TO BE SOLVED !
- 5. Executive Integral Leadership | Team 4 POLARITIES A SITUATION IN WHICH TWO INTERDEPENDENT AND SEEMINGLY CONTRADICTORY STATES MUST BE MAINTAINED FOR SUCCESS OVER TIME.
- 6. Executive Integral Leadership | Team 4 Executive Integral Leadership | Team 4 IMAGE SOURCE: https://www.hd-freewallpapers.com/desktop-earth-wallpaper/
- 7. Executive Integral Leadership | Team 4 Executive Integral Leadership | Team 4 IMAGE SOURCE: https://i.natgeofe.com/n/974bd82b-e0dc-410a-bcb1-4115f59a689f/15-oil-sands- canada.jpg?w=1600&h=1068.75
- 8. Executive Integral Leadership | Team 4 POLARITIES IN ORGANIZATIONS CENTRALIZED STRUCTURE BIG PICTURE STABILITY EMPLOYEE INTERESTS RESPECT FOR PERSON DECENTRALIZED FLEXIBILITY DETAILS CHANGE ORGANIZATIONAL INTERESTS RESPECT FOR PERFORMANCE CAN YOU THINK OF OTHERS?
- 9. Executive Integral Leadership | Team 4 SUFFERING PARADOXES Preferencing Attaching Othering Either/Or-ing
- 10. Executive Integral Leadership | Team 4 NAVIGATING PARADOXES Both/And-ing Synthesizing Divining Mapping
- 11. Executive Integral Leadership | Team 4 EXPLORE MAP ACT ANALYZE MONITOR
- 12. Executive Integral Leadership | Team 4 STRUCTURE FLEXIBILITY OVERUSES OVERUSES BENEFITS BENEFITS TRANSFORMATIONAL THIRD WAY VULNERABILITY THROUGHWAY
- 13. Executive Integral Leadership | Team 4 STRUCTURE FLEXIBILITY OVERUSES OVERUSES BENEFITS BENEFITS TRANSFORMATIONAL THIRD WAY VULNERABILITY THROUGHWAY PREDICTABLE CONTROL EFFICIENT CREATIVE EMPOWERMENT ADJUSTABLE NO CREATIVITY CONFINING RIGID NO CONSISTENCY CHAOTIC WASTEFUL
- 14. Executive Integral Leadership | Team 4 VULNERABILITY AND PARADOX 1. Stronger preferences can define parts of our identity. 2. Fear of opposite overuses (and loss of benefits) restricts both/and opportunities. 3. Lost time fearing losses that have occurred or protecting against future losses. 4. Fear is the resistance enables either/or. Vulnerability enables both/and. 5. When you can’t rationalize or empathize, either/or seems appropriate.
- 15. Executive Integral Leadership | Team 4 STRUCTURE FLEXIBILITY OVERUSES OVERUSES BENEFITS BENEFITS TRANSFORMATIONAL THIRD WAY VULNERABILITY THROUGHWAY PREDICTABLE CONTROL EFFICIENT CREATIVE EMPOWERMENT ADJUSTABLE NO CREATIVITY CONFINING RIGID NO CONSISTENCY CHAOTIC WASTEFUL
- 16. Executive Integral Leadership | Team 4 OVERUSES OVERUSES BENEFITS BENEFITS TRANSFORMATIONAL THIRD WAY VULNERABILITY THROUGHWAY
- 17. Executive Integral Leadership | Team 4 NAVIGATING BEING + DOING
- 18. Executive Integral Leadership | Team 4 INNOVATION LEADERSHIP MINDSETS
- 19. Executive Integral Leadership | Team 4 INNOVATION LEADERSHIP MINDSETS CERTAINTY ACTION MY POINT OF VIEW GAP FOCUS REDUCING AMBIGUITY CURIOSITY REFLECTION ALTERNATIVE POINTS OF VIEW STRENGTH FOCUS EMBRACING AMBIGUITY