This document discusses polarity thinking and how to address complex problems involving opposing values or forces. It introduces polarity mapping as a tool to understand these dynamics. Key points:
- Polarity thinking views problems as involving interrelated poles rather than "either-or" choices
- Mapping the "upsides" and "downsides" of each pole can reveal the "higher purpose" and "deeper fears"
- Successfully addressing polarities requires leveraging the benefits of both poles while minimizing the downsides of each
- Over-focusing on one pole leads to problems, while balancing both poles creates virtuous cycles toward the overall goal
"One key to successful leadership is continuous personal change. Personal change is a reflection of our inner growth and empowerment."
— Robert E. Quinn
Change Management Toolkit including Models, Plans, Frameworks & ToolsAurelien Domont, MBA
Toolkit Downloadable at www.slidebooks.com | Created By ex-Deloitte Change Consultants | Download and Reuse Now a Change Management Toolkit including 10+ Models, Plans, Frameworks & Tools.
This is a presentation describing key elements of "Reinventing Organizations" as put together by author Frederic Laloux in his famous book "Reinventing Organizations". In fact this presentation provides an excerpt and useful summaries relating to this approach.
"One key to successful leadership is continuous personal change. Personal change is a reflection of our inner growth and empowerment."
— Robert E. Quinn
Change Management Toolkit including Models, Plans, Frameworks & ToolsAurelien Domont, MBA
Toolkit Downloadable at www.slidebooks.com | Created By ex-Deloitte Change Consultants | Download and Reuse Now a Change Management Toolkit including 10+ Models, Plans, Frameworks & Tools.
This is a presentation describing key elements of "Reinventing Organizations" as put together by author Frederic Laloux in his famous book "Reinventing Organizations". In fact this presentation provides an excerpt and useful summaries relating to this approach.
Change Management concepts, tools and techniques and best practices are included. Besides, challenges and the role of leadership in change process also highlighted.
The major criteria standing in the way of agile adoption or improvement are in the hands of managers, not the teams themselves. But many managers have been trained to think in ways that are a century old.
Agile organisations require a new mode of management and a new style of leadership. This talk discusses why this is and what this new paradigm might be like for your organisation.
Leading with Authenticity during Challenging TimesHRDQ-U
The ability to guide an organization through the discomfort and opportunity of constant change continues to be amongst the most vexing and enduring of leadership responsibilities. Living on the edge of volatility, uncertainty, complexity and ambiguity (VUCA) can be challenging and emotionally draining—even when things are going well.
Organizations that remain resilient and successful—and with their key talent in place—are those that balance the paradoxical demands of driving important change initiatives, while simultaneously helping people cope and learn their way through the human and emotional dynamics inherent in the process.
Join Dr. Kerry Bunker for an engaging and interactive session that will explore the core attributes of leading change in challenging times. He will share a practical model and experiential process for helping managers and leaders learn to lead authentically in the face of uncertainty and emotional transition
https://www.hrdqu.com/webinars/leading-authenticity-challenging-times/
The soft-skills needed for change-leadership are vital to move your organization forward. Learn a step-by-step process for getting buy-in for your next initiative.
Presenting this set of slides with name - Change Management Fundamentals Powerpoint Presentation Slides. This PPT deck displays twenty three slides with in depth research. Our topic oriented Change Management Fundamentals Powerpoint Presentation Slides presentation deck is a helpful tool to plan, prepare, document and analyse the topic with a clear approach. We provide a ready to use deck with all sorts of relevant topics subtopics templates, charts and graphs, overviews, analysis templates. Outline all the important aspects without any hassle. It showcases of all kind of editable templates infographs for an inclusive and comprehensive Change Management Fundamentals Powerpoint Presentation Slides presentation. Professionals, managers, individual and team involved in any company organization from any field can use them as per requirement.
10 steps to a successsful enterprise agile transformation global scrum 2018Agile Velocity
Presented at Scrum Gathering Minneapolis, Senior Agile Coach and Trainer Mike Hall provides leaders and managers 10 steps to a successful enterprise Agile transformation.
Leaders live in a time of unprecedented change and solutions aren’t always obvious. Volatility, uncertainty, complexity and ambiguity (VUCA) are lurking at every corner. To thrive in this complex world, leader’s need support in advancing their thinking capabilities. This session will provide practical frameworks and resources on how to develop VUCA skills in your leaders.
Prosci Webinar - Applying the Prosci ADKAR methodologyProsci ANZ
The Prosci ADKAR® Model describes the five building blocks of successful change at the individual level. In times of change - whether at home, in the community or at work - individuals need Awareness, Desire, Knowledge, Ability and Reinforcement to successfully make a change. This webinar presents the Prosci ADKAR Model and six applications of the model for change management professionals.
Our leadership coaching is designed for effective leadership skills by providing leadership training. Join our online Effective leadership for developing leadership skills and coaching skills
Optimise-GB provides you with a presentation on stakeholder engagement and management. Why is it that change initiatives, programmes and projects fail? Some might say that the project has been wrongly defined or executed poorly. There are other reasons why change initiatives fail: poor communication and a lack of engagement with stakeholders. This presentation provides some insights of how you can identify stakeholders, understand their issues and concerns, how to effectively communicate with people and how to resolve conflict to ensure buy in. There are a number of tools and techniques within this presentation. If you have any questions on simon@optimise-gb.com and visit www.optimise-gb.com for more details. Many thanks Simon Misiewicz
Lessons from lockdown
Tuesday 8 September 2020
presented by
Ian Cribbes and Vicki Griffiths
with the content co created also by Tim Lyons and Sarah Coleman
The link to the write up page and resources of this webinar:
https://www.apm.org.uk/news/lessons-from-lockdown-webinar/
Change Management concepts, tools and techniques and best practices are included. Besides, challenges and the role of leadership in change process also highlighted.
The major criteria standing in the way of agile adoption or improvement are in the hands of managers, not the teams themselves. But many managers have been trained to think in ways that are a century old.
Agile organisations require a new mode of management and a new style of leadership. This talk discusses why this is and what this new paradigm might be like for your organisation.
Leading with Authenticity during Challenging TimesHRDQ-U
The ability to guide an organization through the discomfort and opportunity of constant change continues to be amongst the most vexing and enduring of leadership responsibilities. Living on the edge of volatility, uncertainty, complexity and ambiguity (VUCA) can be challenging and emotionally draining—even when things are going well.
Organizations that remain resilient and successful—and with their key talent in place—are those that balance the paradoxical demands of driving important change initiatives, while simultaneously helping people cope and learn their way through the human and emotional dynamics inherent in the process.
Join Dr. Kerry Bunker for an engaging and interactive session that will explore the core attributes of leading change in challenging times. He will share a practical model and experiential process for helping managers and leaders learn to lead authentically in the face of uncertainty and emotional transition
https://www.hrdqu.com/webinars/leading-authenticity-challenging-times/
The soft-skills needed for change-leadership are vital to move your organization forward. Learn a step-by-step process for getting buy-in for your next initiative.
Presenting this set of slides with name - Change Management Fundamentals Powerpoint Presentation Slides. This PPT deck displays twenty three slides with in depth research. Our topic oriented Change Management Fundamentals Powerpoint Presentation Slides presentation deck is a helpful tool to plan, prepare, document and analyse the topic with a clear approach. We provide a ready to use deck with all sorts of relevant topics subtopics templates, charts and graphs, overviews, analysis templates. Outline all the important aspects without any hassle. It showcases of all kind of editable templates infographs for an inclusive and comprehensive Change Management Fundamentals Powerpoint Presentation Slides presentation. Professionals, managers, individual and team involved in any company organization from any field can use them as per requirement.
10 steps to a successsful enterprise agile transformation global scrum 2018Agile Velocity
Presented at Scrum Gathering Minneapolis, Senior Agile Coach and Trainer Mike Hall provides leaders and managers 10 steps to a successful enterprise Agile transformation.
Leaders live in a time of unprecedented change and solutions aren’t always obvious. Volatility, uncertainty, complexity and ambiguity (VUCA) are lurking at every corner. To thrive in this complex world, leader’s need support in advancing their thinking capabilities. This session will provide practical frameworks and resources on how to develop VUCA skills in your leaders.
Prosci Webinar - Applying the Prosci ADKAR methodologyProsci ANZ
The Prosci ADKAR® Model describes the five building blocks of successful change at the individual level. In times of change - whether at home, in the community or at work - individuals need Awareness, Desire, Knowledge, Ability and Reinforcement to successfully make a change. This webinar presents the Prosci ADKAR Model and six applications of the model for change management professionals.
Our leadership coaching is designed for effective leadership skills by providing leadership training. Join our online Effective leadership for developing leadership skills and coaching skills
Optimise-GB provides you with a presentation on stakeholder engagement and management. Why is it that change initiatives, programmes and projects fail? Some might say that the project has been wrongly defined or executed poorly. There are other reasons why change initiatives fail: poor communication and a lack of engagement with stakeholders. This presentation provides some insights of how you can identify stakeholders, understand their issues and concerns, how to effectively communicate with people and how to resolve conflict to ensure buy in. There are a number of tools and techniques within this presentation. If you have any questions on simon@optimise-gb.com and visit www.optimise-gb.com for more details. Many thanks Simon Misiewicz
Lessons from lockdown
Tuesday 8 September 2020
presented by
Ian Cribbes and Vicki Griffiths
with the content co created also by Tim Lyons and Sarah Coleman
The link to the write up page and resources of this webinar:
https://www.apm.org.uk/news/lessons-from-lockdown-webinar/
Christchurch - a leadership incubator? Dec 2014Chris Jansen
A presentation exploring innovative approaches to leadership, inter-agency collaboration and government - community partnership emerging in post-quake Christchurch
The Case for Executive Advising- Leland SandlerLeland Sandler
Leland Sandler's presentation on the case for executive advising- accelerated growth of leaders. Topics include effectively dealing with complexity, technical vs adaptive change, and leadership blind spots.
Follow Leland:
WEBSITE: http://lelandsandler.com/
THE SANDLER GROUP: http://sandlergroup.net/
TWITTER: https://twitter.com/lelandsandler
FACEBOOK: http://facebook.com/thesandlergroup
An overview of how change works, and what can be done to accelerate transformational change in an industry. Created for the Openlab Workshop, December 1-2, 2015 in Washington, DC.
COVID vaccines - what we have here is a failure to dissemnatecraig lefebvre
An inquiry into how the uptake of COVID vaccinations among age, ethnic and racial groups parallels what we know about the diffusion of innovations (DOI) and the characteristics and challenges of specific population groups (aka early adopters, early majority, late majority). With recent vaccine uptake figures, public health officials now face the challenge crossing the 'social chasm' of diffusion to the late majority group. insights from DOI research leads to several concrete suggestions about how communications with this group needs to adapt to their unique concerns and questions, look at social networks rather than spokespeople, and how modeling and emotions can be used to help people discover 'peace of mind' in a new way.
This presentation is inspired by famous book by Robert Cialdini "Influence: The Psychology of Persuasion" and will be useful to those who would like to get acquainted with popular weapons of influence or just broaden own outlook. It recalls real life cases mentioned in the book as well as similar situations that are fully IT-related and based on my own experience and observation.
Design by Yarko Filevych (http://www.filevych.com/)
We know culture plays a key role in any organization. What role does it play in healthcare? Not speaking up and being safe is a significant issue for safe patient care. This presentation outlines why.
Losing good people during your transformation? Getting more resistance than you expected? You may be producing unwanted reactions in the way you are leading your people through change.
If you want your Agile transformation firing on all cylinders without the harmful side-effects, managers at all levels should focus on becoming Catalysts. Much like a chemical catalyst, your job is to help boost or
---
Paul Boos
Paul Boos serves as a IT Executive Coach with Excella Consulting supporting executives and manager in their transformation to Agile and Lean software development approaches. Prior to becoming a coach, he has lead Agile and Lean efforts inside the Federal Government, in contractors, and in the commercial software product industry over his 30 year career to include serving as a naval officer. Paul is active in the Agile community and is the author of The Tiny Field Book to Facilitating Meetings, which can be found on http://LeanPub.com.
This is the presentation used for my workshop on Catalytic Leadership - helping people understand how they can unleash Fearless Change patterns and Liberating Structures so that anyone can become a leader of change.
Similar to Project leader and polarity thinking session ppt by russ gaskin (co-creative)-design jam(1) (20)
In 2014 UNDP launched the Innovation Facility to support innovation in addressing development challenges. The Innovation Facility was made possible with the generous contribution of the Government of Denmark and co-investments from UNDP’s core resources.
This review lays out why innovation is becoming increasingly important in international development and for UNDP. It describes our approach to innovation as well as brief descriptions of the initiatives funded by the Innovation Facility in 2014, though many more UNDP projects not highlighted in this report embraced and tested novel methods. UNDP has invested over time in the uptake of new ways of doing business and over the past three years has invested in strategically exploring innovation under the motto “innovation happens in practice.” Through the Innovation Facility we strive to accelerate this approach by putting innovation in development solutions on a new trajectory.
Smart TV Buyer Insights Survey 2024 by 91mobiles.pdf91mobiles
91mobiles recently conducted a Smart TV Buyer Insights Survey in which we asked over 3,000 respondents about the TV they own, aspects they look at on a new TV, and their TV buying preferences.
GDG Cloud Southlake #33: Boule & Rebala: Effective AppSec in SDLC using Deplo...James Anderson
Effective Application Security in Software Delivery lifecycle using Deployment Firewall and DBOM
The modern software delivery process (or the CI/CD process) includes many tools, distributed teams, open-source code, and cloud platforms. Constant focus on speed to release software to market, along with the traditional slow and manual security checks has caused gaps in continuous security as an important piece in the software supply chain. Today organizations feel more susceptible to external and internal cyber threats due to the vast attack surface in their applications supply chain and the lack of end-to-end governance and risk management.
The software team must secure its software delivery process to avoid vulnerability and security breaches. This needs to be achieved with existing tool chains and without extensive rework of the delivery processes. This talk will present strategies and techniques for providing visibility into the true risk of the existing vulnerabilities, preventing the introduction of security issues in the software, resolving vulnerabilities in production environments quickly, and capturing the deployment bill of materials (DBOM).
Speakers:
Bob Boule
Robert Boule is a technology enthusiast with PASSION for technology and making things work along with a knack for helping others understand how things work. He comes with around 20 years of solution engineering experience in application security, software continuous delivery, and SaaS platforms. He is known for his dynamic presentations in CI/CD and application security integrated in software delivery lifecycle.
Gopinath Rebala
Gopinath Rebala is the CTO of OpsMx, where he has overall responsibility for the machine learning and data processing architectures for Secure Software Delivery. Gopi also has a strong connection with our customers, leading design and architecture for strategic implementations. Gopi is a frequent speaker and well-known leader in continuous delivery and integrating security into software delivery.
JMeter webinar - integration with InfluxDB and GrafanaRTTS
Watch this recorded webinar about real-time monitoring of application performance. See how to integrate Apache JMeter, the open-source leader in performance testing, with InfluxDB, the open-source time-series database, and Grafana, the open-source analytics and visualization application.
In this webinar, we will review the benefits of leveraging InfluxDB and Grafana when executing load tests and demonstrate how these tools are used to visualize performance metrics.
Length: 30 minutes
Session Overview
-------------------------------------------
During this webinar, we will cover the following topics while demonstrating the integrations of JMeter, InfluxDB and Grafana:
- What out-of-the-box solutions are available for real-time monitoring JMeter tests?
- What are the benefits of integrating InfluxDB and Grafana into the load testing stack?
- Which features are provided by Grafana?
- Demonstration of InfluxDB and Grafana using a practice web application
To view the webinar recording, go to:
https://www.rttsweb.com/jmeter-integration-webinar
Epistemic Interaction - tuning interfaces to provide information for AI supportAlan Dix
Paper presented at SYNERGY workshop at AVI 2024, Genoa, Italy. 3rd June 2024
https://alandix.com/academic/papers/synergy2024-epistemic/
As machine learning integrates deeper into human-computer interactions, the concept of epistemic interaction emerges, aiming to refine these interactions to enhance system adaptability. This approach encourages minor, intentional adjustments in user behaviour to enrich the data available for system learning. This paper introduces epistemic interaction within the context of human-system communication, illustrating how deliberate interaction design can improve system understanding and adaptation. Through concrete examples, we demonstrate the potential of epistemic interaction to significantly advance human-computer interaction by leveraging intuitive human communication strategies to inform system design and functionality, offering a novel pathway for enriching user-system engagements.
Kubernetes & AI - Beauty and the Beast !?! @KCD Istanbul 2024Tobias Schneck
As AI technology is pushing into IT I was wondering myself, as an “infrastructure container kubernetes guy”, how get this fancy AI technology get managed from an infrastructure operational view? Is it possible to apply our lovely cloud native principals as well? What benefit’s both technologies could bring to each other?
Let me take this questions and provide you a short journey through existing deployment models and use cases for AI software. On practical examples, we discuss what cloud/on-premise strategy we may need for applying it to our own infrastructure to get it to work from an enterprise perspective. I want to give an overview about infrastructure requirements and technologies, what could be beneficial or limiting your AI use cases in an enterprise environment. An interactive Demo will give you some insides, what approaches I got already working for real.
GraphRAG is All You need? LLM & Knowledge GraphGuy Korland
Guy Korland, CEO and Co-founder of FalkorDB, will review two articles on the integration of language models with knowledge graphs.
1. Unifying Large Language Models and Knowledge Graphs: A Roadmap.
https://arxiv.org/abs/2306.08302
2. Microsoft Research's GraphRAG paper and a review paper on various uses of knowledge graphs:
https://www.microsoft.com/en-us/research/blog/graphrag-unlocking-llm-discovery-on-narrative-private-data/
Builder.ai Founder Sachin Dev Duggal's Strategic Approach to Create an Innova...Ramesh Iyer
In today's fast-changing business world, Companies that adapt and embrace new ideas often need help to keep up with the competition. However, fostering a culture of innovation takes much work. It takes vision, leadership and willingness to take risks in the right proportion. Sachin Dev Duggal, co-founder of Builder.ai, has perfected the art of this balance, creating a company culture where creativity and growth are nurtured at each stage.
Neuro-symbolic is not enough, we need neuro-*semantic*Frank van Harmelen
Neuro-symbolic (NeSy) AI is on the rise. However, simply machine learning on just any symbolic structure is not sufficient to really harvest the gains of NeSy. These will only be gained when the symbolic structures have an actual semantics. I give an operational definition of semantics as “predictable inference”.
All of this illustrated with link prediction over knowledge graphs, but the argument is general.
The Art of the Pitch: WordPress Relationships and SalesLaura Byrne
Clients don’t know what they don’t know. What web solutions are right for them? How does WordPress come into the picture? How do you make sure you understand scope and timeline? What do you do if sometime changes?
All these questions and more will be explored as we talk about matching clients’ needs with what your agency offers without pulling teeth or pulling your hair out. Practical tips, and strategies for successful relationship building that leads to closing the deal.
LF Energy Webinar: Electrical Grid Modelling and Simulation Through PowSyBl -...DanBrown980551
Do you want to learn how to model and simulate an electrical network from scratch in under an hour?
Then welcome to this PowSyBl workshop, hosted by Rte, the French Transmission System Operator (TSO)!
During the webinar, you will discover the PowSyBl ecosystem as well as handle and study an electrical network through an interactive Python notebook.
PowSyBl is an open source project hosted by LF Energy, which offers a comprehensive set of features for electrical grid modelling and simulation. Among other advanced features, PowSyBl provides:
- A fully editable and extendable library for grid component modelling;
- Visualization tools to display your network;
- Grid simulation tools, such as power flows, security analyses (with or without remedial actions) and sensitivity analyses;
The framework is mostly written in Java, with a Python binding so that Python developers can access PowSyBl functionalities as well.
What you will learn during the webinar:
- For beginners: discover PowSyBl's functionalities through a quick general presentation and the notebook, without needing any expert coding skills;
- For advanced developers: master the skills to efficiently apply PowSyBl functionalities to your real-world scenarios.
Transcript: Selling digital books in 2024: Insights from industry leaders - T...BookNet Canada
The publishing industry has been selling digital audiobooks and ebooks for over a decade and has found its groove. What’s changed? What has stayed the same? Where do we go from here? Join a group of leading sales peers from across the industry for a conversation about the lessons learned since the popularization of digital books, best practices, digital book supply chain management, and more.
Link to video recording: https://bnctechforum.ca/sessions/selling-digital-books-in-2024-insights-from-industry-leaders/
Presented by BookNet Canada on May 28, 2024, with support from the Department of Canadian Heritage.
Dev Dives: Train smarter, not harder – active learning and UiPath LLMs for do...UiPathCommunity
💥 Speed, accuracy, and scaling – discover the superpowers of GenAI in action with UiPath Document Understanding and Communications Mining™:
See how to accelerate model training and optimize model performance with active learning
Learn about the latest enhancements to out-of-the-box document processing – with little to no training required
Get an exclusive demo of the new family of UiPath LLMs – GenAI models specialized for processing different types of documents and messages
This is a hands-on session specifically designed for automation developers and AI enthusiasts seeking to enhance their knowledge in leveraging the latest intelligent document processing capabilities offered by UiPath.
Speakers:
👨🏫 Andras Palfi, Senior Product Manager, UiPath
👩🏫 Lenka Dulovicova, Product Program Manager, UiPath
2. 2Polarity Thinking
Introductions
Name
Where you came from to get here
Describe your project in two sentences
Share one big challenge that you're facing (or
have faced) in an EWB project—
be spicy and brief!
3. 3Polarity Thinking
How do we solve
the most vexing
problems of our time?
We don‟t.
Because some are not
problems to solve.
4. 4Polarity Thinking
Places to Intervene in a System
12. Constants, parameters, numbers (such as subsidies, taxes, standards);
11. The sizes of buffers and other stabilizing stocks, relative to their flows;
10. The structure of material stocks and flows (such as transport
networks, population age structures);
9. The lengths of delays, relative to the rate of system change;
8. The strength of negative feedback loops, relative to the impacts they are trying
to correct against;
7. The gain around driving positive feedback loops;
6. The structure of information flows (who does and does not have access to what
kinds of information);
5. The rules of the system (such as incentives, punishments, constraints);
4. The power to add, change, evolve, or self-organize system structure;
3. The goals of the system;
2. The mindset or paradigm out of which the system—its
goals, structure, rules, delays, parameters—arises; and,
1. The power to transcend paradigms.
Donella Meadows
8. 8Polarity Thinking
A sign on the beach says, “BEWARE of RIPCURRENTS.”
We know that a rip current occurs when waves break onto the shore from opposite
directions, creating a powerful current, like a river, going out to sea in the opposite
direction of the shore.
If you aren‟t familiar with rip currents and get caught in one while swimming, a
potentially fatal mistake is to make the logical conclusion based on the initial data
that your choice is to either swim to the safety of shore or be carried out to sea.
Following this logic can result in becoming exhausted very quickly to devastating
results. In fact, over 100 people die from rip currents each year.
Thanks to others passing the wisdom gleaned from experiences with rip currents, we
learn to “swim parallel to shore” to avoid disaster—a critical reframing of the
situation!
However, some people like the professional surfers in the treacherous Waimea Bay
on the North Shore of Oahu, actually learn to play in the “energy system” of rip
currents. Surfers ride the rip current out to sea, surf the waves back to shore, and ride
the rip current back like a conveyer. Surfers far exceed survival in rip currents; they
tap the energy in the rip current‟s system and thrive in it!
Thinking in polarities helps you see the system more fully and leverage the energy of
values tensions. We want to help you not just survive, but to thrive by learning to surf
in polarity dynamics.
9. 9Polarity Thinking
A Useful Additional Way of Seeing
• Addresses our highest values and our
deepest fears
• Applies to all levels and all sectors of society
• It reveals why we become victims AND why
we victimize others
• Helps us flip chronic conflict into sustainable
innovation and engagement
10. 10Polarity Thinking
What You‟ll Gain Today
Discover how to ―see‖ polarities and gain a
practical tool for mapping and managing
them
Learn the critical relationship between
polarities and problems—and how to solve
problems better by discerning the polarities
behind them
Expand your ability to see the fuller picture in
any given situation and dramatically reduce
unintended consequences and fixes that fail
11. 11Polarity Thinking
Session Roadmap
Map a leadership polarity affecting you now
Map a social change polarity
Illustrate 10 key principles of polarities—by
moving between practice and principles (a
polarity!)
Walk through basic steps for leveraging
polarities
Look at the emerging “integrative” economy
Q & A
Next steps
12. 12Polarity Thinking
Choose your preference from each pair
Intuitive Data-driven
Innovative Staying the course
Foster unity Encourage debate
Entrepreneur leading Partners leading
Simplicity Deep understanding
Pushing Maverick Patient Partner
Revolutionary Evolutionary
Focus on task Focus on relationship
Visionary Grounded
Highest leverage Easily sellable
Implement Plan
13. 13Polarity Thinking
Identify the one pair that was the easiest
choice to make
Intuitive Data-driven
Innovative Staying the course
Foster unity Encourage debate
Entrepreneur leading Partners leading
Simplicity Deep understanding
Pushing Maverick Patient Partner
Revolutionary Evolutionary
Focus on task Focus on relationship
Visionary Grounded
Highest leverage Easily sellable
Implement Plan
15. 15Polarity Thinking
Let‟s map one together
We‟ll do this together as a group
Stability & Change
How do we realize the full benefit of keeping
what‟s important about our past and current
experience, and innovating and learning so we
can adapt to a changing reality?
17. 17Polarity Thinking
• Building from core values
• Honoring traditions
• Continuity
• Leverage past and present
wisdom
• People feel honored for their
experience
ChangeStability
• Stagnation
• Loss of energy
• Missed opportunities
• Get left behind
• Change agents are
denigrated
• Adapt to changing world
• New energy and direction
• Creativity
• Leverage new wisdom
• People feel honored for their
creativity
• Lose continuity
• Lose core values
• Foolish risk
• People feel lost
• Traditionalists are denigrated
18. 18Polarity Thinking
The Higher Purpose
At your tables…look at the upsides of Stability
and Change and describe the project
outcome we get in a short phrase.
ChangeStability and
• Building from core Values
• Honoring traditions
• Continuity
• Leverage past and present
wisdom
• People feel honored for their
experience
• Adapt to changing world
• New energy and direction
• Creativity
• Leverage new wisdom
• People feel honored for their
creativity
19. 19Polarity Thinking
The Deeper Fear
At your tables…look at the downsides of
Stability and Change and describe the project
outcome we get in a short phrase.
ChangeStability and
• Stagnation
• Loss of energy
• Missed opportunities
• Get left behind
• Change agents are
denigrated
• Lose continuity
• Lose core values
• Foolish risk
• People feel lost
• Traditionalists are denigrated
20. 20Polarity Thinking
and
A Thriving, Successful Solution
Failed Solution
• Building from core Values
• Honoring traditions
• Continuity
• Leverage past and present
wisdom
• People feel honored for their
experience
ChangeStability
• Stagnation
• Loss of energy
• Missed opportunities
• Get left behind
• Change agents are
denigrated
• Adapt to changing world
• New energy and direction
• Creativity
• Leverage new wisdom
• People feel honored for their
creativity
• Lose continuity
• Lose core values
• Foolish risk
• People feel lost
• Traditionalists are denigrated
21. 21Polarity Thinking
A Thriving, Successful Solution
Failed Solution
Change
• Stagnation
• Loss of energy
• Missed opportunities
• Get left behind
• Change agents are
denigrated
• Adapt to changing world
• New energy and direction
• Creativity
• Leverage new wisdom
• People feel honored for their
creativity
People who love change
are also repulsed by the
downsides of stability. This is
the direction of their energy.
22. 22Polarity Thinking
A Thriving, Successful Solution
Failed Solution
• Building from core Values
• Honoring traditions
• Continuity
• Leverage past and present
wisdom
• People feel honored for their
experience
Stability
• Lose continuity
• Lose core values
• Foolish risk
• People feel lost
• Traditionalists are denigrated
People who love predictability
are are also repulsed by the
downsides of change. This is
the direction of their energy.
23. 23Polarity Thinking
Polarity Principle #1
We fear losing the
things we value most.
Fear arises from the perception that
“others” are causing the loss of
something we deeply value.
24. 24Polarity Thinking
Common GoodSelf-Interest and
A Thriving, Resilient Society
• Innovation and
entrepreneurship
• You keep what you earn
• Individual opportunity
• Increasing discrepancies
between haves and have-nots
• Exploitation of common
resources
• Opportunity for privileged few
• Passivity and lack of initiative
• Entitlement
• Over-regulation
• Take care of one another
• Shared resources are
protected
• Opportunity for all
26. 26Polarity Thinking
• Innovation and
entrepreneurship
• You keep what you earn
• Individual opportunity
Common Good
• Increasing discrepancies
between haves and have-nots
• Exploitation of common
resources
• Opportunity for privileged few
Self-Interest
• Passivity and lack of initiative
• Entitlement
• Over-regulation
• Take care of one another
• Shared resources are
protected
• Opportunity for all
and
A Thriving, Resilient Society
A Failing, Polarized Society
27. 27Polarity Thinking
Polarity Principle #3
When you over-focus one value
over time, to the neglect of its
pair, you get:
1. The downsides of the chosen value
2. A Vicious Cycle of polarization that
eventually leads to the downsides of
both values
28. 28Polarity Thinking
Common Good
• Increasing discrepancies
between haves and have-nots
• Exploitation of common
resources
• Opportunity for privileged few
• Take care of one another
• Shared resources are protected
• Opportunity for all
or
A Thriving, Resilient Democracy
A Failing, Polarized ―Democracy‖
Liberal
Stereotypes
Self-Interest
29. 29Polarity Thinking
• Innovation and
entrepreneurship
• You keep what you earn
• Individual opportunity
Common GoodSelf-interest
• Passivity and lack of
initiative
• Entitlement
• Over-regulation
or
A Thriving, Resilient Democracy
A Failing, Polarized ―Democracy‖
Conservative
Stereotypes
30. 30Polarity Thinking
Polarity Principle #4
We tend to make other
individuals or groups
―containers‖ for the
values we disfavor.
…and we positively stereotype our own
values as if they have no downsides.
31. 31Polarity Thinking
• Innovation and
entrepreneurship
• You keep what you earn
• Individual opportunity
Common Good
• Increasing discrepancies
between haves and have-nots
• Exploitation of common
resources
• Opportunity for privileged few
Self-Interest
• Passivity and lack of initiative
• Entitlement
• Over-regulation
• Take care of one another
• Shared resources are
protected
• Opportunity for all
and
A Thriving, Resilient Society
A Failing, Polarized Society
40. 40Polarity Thinking
Save time – solve problems
Accomplishment/Decisions
and
Waste time w/unsolvable issues
Polarization
Save time – leverage polarities
Accelerate/sustain desired change
Waste time in indecision
Frustration w/lack of accomplishment
Highly Efficient and Effective Thinking
Highly Inefficient and Ineffective Thinking
Solving Problems & Leveraging Polarities
Leveraging
Polarities
Solving
Problems and
41. 41Polarity Thinking
Problems & Polarities
Both-And thinking is
critical for managing
polarities
1. Save time by identifying
difficulties that can be managed,
not solved
2. Accelerate change by seeing the
whole picture more clearly
3. Sustain change, avoid pendulum
swings & unintended
consequences
Either-Or thinking is
critical for solving
problems
1. Identify clear final answers
2. Enjoy the sense of accomplishment
that comes through solving a
problem
3. Move on to new opportunities and
challenges
&
Involves two or more mutually-
exclusive options
Involves two equally valid and
necessary points of view or truths
42. 42Polarity Thinking
Problems & Polarities
Problems to Solve Polarities to Leverage
Positions Values
They are not ongoing.
There is an end point.
They are solvable.
They are ongoing.
There is no end point.
They are not solvable.
Independent alternatives Interdependent alternatives
They can stand alone.
There is no need to include the
other alternative for the solution
to work.
They cannot stand alone.
The alternatives need each
other to optimize the situation
over time.
Often contain mutually exclusive
options.
Should we hire Joan for this position?
Should we pay this bill?
Always contain mutually
inclusive complements.
Decentralization & Centralization
Rest & Activity
44. 44Polarity Thinking
Problems & Polarities
Behind every problem…
there‟s one or more polarity.
Polarity
Polarity
Polarity
Polarity
PROBLEM
45. 45Polarity Thinking
Problems & Polarities
Behind every problem…
there‟s one or more polarity.
Centralization &
Decentralization
Custom
Information
& Common
Information
Commitment
& Possibilities
Freedom &
Control
WHICH
INFORMATION
SYSTEM?
46. 46Polarity Thinking
Laura Gross
Successfully using “Good to Great” (Jim Collins)
in Organization Development work at NEA
“But after 2 years, we’re starting to lose some of the
excitement and enthusiasm…we need to make it
more practical…”
Manager, Governance &
Leadership Development,
Chief Learning Office,
National Education Association, the
largest labor union in the U.S.
47. 47Polarity Thinking
10 Polarities in “Level 5 Leadership”
From Good To Great by Jim Collins
Self & Organization
Willfulness & Humility
Debate & Unity
Candor & Diplomacy
Reality & Faith
Deep Understanding & Simplicity
Discipline & Entrepreneurship
Technology Fads & Pioneering
Evolutionary & Revolutionary
Preserve Core & Stimulate Change
52. 52Polarity Thinking
Polarities Mapped by NEA Leaders
Compliance AND Capacity
Service Organization AND Organizing
Student Centered AND Teacher Centered
Stick by Principles/Positions
AND Be Open to Collaboration/Compromise
Reality AND Faith
Tradition/Core Values AND Innovation/Change
Preserve Core AND Stimulate Change
Freedom AND Responsibility
Reality AND Faith
Humility AND Will
54. 54Polarity Thinking
The NEA Leadership Competency Model
Knowledge and Skills + Polarity-based Attributes
Pioneering
with
Technology
Leading the
Profession
Optimizing
Personal
Effectiveness
Engaging
New
Leaders
Organizing
for Power
Connecting
for Purpose
Pioneering
with
Technology
Communicating
with Impact
Leading the
Profession
Optimizing
Personal
Effectiveness
Engaging
New
Leaders
Organizing
for Power
Connecting
for Purpose
Communicating
with Impact
55. 55Polarity Thinking
The NEA Leadership Model Knowledge and Skills
Plus Polarity Attributes
Pioneering
with
Technology
Leading the
Profession
Optimizing
Personal
Effectiveness
Engaging
New
Leaders
Organizing
for Power
Connecting
for Purpose
Pioneering
with
Technology
Communicating
with Impact
Leading the
Profession
Optimizing
Personal
Effectiveness
Engaging
New
Leaders
Organizing
for Power
Connecting
for Purpose
Communicating
with Impact
Innovative Operational
56. 56Polarity Thinking
The NEA Leadership Model Knowledge and Skills
Plus Polarity Attributes
Pioneering
with
Technology
Leading the
Profession
Optimizing
Personal
Effectiveness
Engaging
New
Leaders
Organizing
for Power
Connecting
for Purpose
Pioneering
with
Technology
Communicating
with Impact
Leading the
Profession
Optimizing
Personal
Effectiveness
Engaging
New
Leaders
Organizing
for Power
Connecting
for Purpose
Communicating
with Impact
Collaborative Directive
57. 57Polarity Thinking
The NEA Leadership Model Knowledge and Skills
Plus Polarity Attributes
Pioneering
with
Technology
Leading the
Profession
Optimizing
Personal
Effectiveness
Engaging
New
Leaders
Organizing
for Power
Connecting
for Purpose
Pioneering
with
Technology
Communicating
with Impact
Leading the
Profession
Optimizing
Personal
Effectiveness
Engaging
New
Leaders
Organizing
for Power
Connecting
for Purpose
Communicating
with Impact
Agile Systematic
58. 58Polarity Thinking
The NEA Leadership Model Knowledge and Skills
Plus Polarity Attributes
Pioneering
with
Technology
Leading the
Profession
Optimizing
Personal
Effectiveness
Engaging
New
Leaders
Organizing
for Power
Connecting
for Purpose
Pioneering
with
Technology
Communicating
with Impact
Leading the
Profession
Optimizing
Personal
Effectiveness
Engaging
New
Leaders
Organizing
for Power
Connecting
for Purpose
Communicating
with Impact
Intuitive Data Driven
59. 59Polarity Thinking
The NEA Leadership Model Knowledge and Skills
Plus Polarity Attributes
Pioneering
with
Technology
Leading the
Profession
Optimizing
Personal
Effectiveness
Engaging
New
Leaders
Organizing
for Power
Connecting
for Purpose
Pioneering
with
Technology
Communicating
with Impact
Leading the
Profession
Optimizing
Personal
Effectiveness
Engaging
New
Leaders
Organizing
for Power
Connecting
for Purpose
Communicating
with Impact
Value Driven Pragmatic
60. 60Polarity Thinking
Tom Stritikus
Dean
UW College of Education/
Center for Reinventing
Public Education
Challenge: How to develop “Teacher-
Leaders” who strongly advocate for teachers
AND be strong leaders in education reform.
Gathered leaders from across the sector—
unions, administrators, foundations—to support
these teacher-leaders.
64. 64Polarity Thinking
Seeing Polarities
To find polarities, look for:
1. Dominant values, statements of pride, or
favored competencies
2. Frustrations with the way things are or have
been
3. Fears about a direction, proposal or “fix”
that others are asserting
65. 65Polarity Thinking
6
5
Match the statement with the Polarity
What you might hear… Polarities
“I am always going, going and don‟t get downtime.” 1. Short-term & Long-term
“We need more accountability around here.” 2. Freedom & Accountability
“I have good intentions but seem to upset other people.” 3. Directive & Consultative
“Too few people make the decisions around here.” 4. Efficiency & Effectiveness
“I seem to always sacrifice my long-term goals.” 5. Strategy & Operations
“So-and-so just acts and doesn‟t think things through.” 6. Staff Needs & Customer Needs
“I seem to sacrifice my own needs for what others want.” 7. Intent & Impact
“I spend a lot of thinking and I don‟t get enough done.” 8. Action & Reflection
“We pride ourselves on our efficiency.” 9. Thinking & Doing
“I‟m a great strategist.” 10. What I want & What we need
“We are driven by customer needs.” 11. Activity & Rest
66. 66Polarity Thinking
Identifying Pairs: Use your intuition
Structure & _____________________________
Focus on Individual & _____________________________
My needs & _____________________________
Task & _____________________________
Planning & _____________________________
Participative & _____________________________
Organization interests & _____________________________
Confidence & _____________________________
Quantitative & _____________________________
Inclusive & _____________________________
Support & _____________________________
67. 67Polarity Thinking
Values = positive results of focus on the
left pole
Values = positive results of focus on the
right pole
Fears = negative results of over-focus on the
left pole to the neglect of the right pole
Fears = negative results of over-focus on the
right pole to the neglect of the left pole
Deeper Fear from not seeing and optimizing the tension
Greater Purpose Statement - why Leverage this dynamic tension?
Dominant Value Subordinated Valueand
Basic PolarityMap
The Polarity Map is based on the work of Dr. Barry Johnson of Polarity Partnerships, LLC
Negative results
of over-focusing
on left pole to
the neglect of
right pole
Neutral Name
of Left Pole
Positive results
of focusing on
left pole
Why?
Negative results
of over-focusing
on right pole to
the neglect of left
pole
Neutral Name
of Right Pole
Positive results
of focusing on
right pole
GPS = Greater
Purpose
Statement
Deeper Fear
68. 68Polarity Thinking
Values = positive results of focus on the
left pole
Values = positive results of focus on the
right pole
Fears = negative results of over-focus on the
left pole to the neglect of the right pole
Fears = negative results of over-focus on the
right pole to the neglect of the left pole
Deeper Fear from not seeing and optimizing the tension
Greater Purpose Statement - why Leverage this dynamic tension?
Dominant Value Subordinated Valueand
Full PolarityMap
Action Steps
How will we gain or maintain the positive
results from focusing on this left pole? What?
Who? By When? Measures?
Action Steps
How will we gain or maintain the positive
results from focusing on this right pole?
What? Who? By When? Measures?
Early Warnings
Measurable indicators (things you can
count) that will let you know that you are
getting into the downside of this left pole.
Early Warnings
Measurable indicators (things you can
count) that will let you know that you are
getting into the downside of this right pole.
The Polarity Map is based on the work of Dr. Barry Johnson of Polarity Partnerships, LLC
69. 69Polarity Thinking
Values = positive results of focus on the
left pole
Values = positive results of focus on the
right pole
Fears = negative results of over-focus on the
left pole to the neglect of the right pole
Fears = negative results of over-focus on the
right pole to the neglect of the left pole
Deeper Fear from not seeing and optimizing the tension
Greater Purpose Statement - why Leverage this dynamic tension?
Dominant Value Subordinated Valueand
PolarityMap
Action Steps
How will we gain or maintain the positive
results from focusing on this left pole? What?
Who? By When? Measures?
Action Steps
How will we gain or maintain the positive
results from focusing on this right pole?
What? Who? By When? Measures?
Early Warnings
Measurable indicators (things you can
count) that will let you know that you are
getting into the downside of this left pole.
Early Warnings
Measurable indicators (things you can
count) that will let you know that you are
getting into the downside of this right pole.
The Polarity Map is based on the work of Dr. Barry Johnson of Polarity Partnerships, LLC
1. PROBLEM:
Theme of
current
frustrations
2. SOLUTION:
The corrections
that the
frustrated
people want
3. RISK: What
we could get if
we overcorrect
4. BENEFITS: The
reasons the
dominant value
is so favored
7. ACTION STEPS:
How to retain the
current benefits
8. ACTION STEPS:
How to get the
―Solution’s‖
benefits
9. WARNING
SIGNS: How to be
warned about
getting these
downsides
10. WARNING
SIGNS: How to be
warned about
getting these
downsides
5. Why pursue upsides?
6. Why avoid downsides?
70. 70Polarity Thinking
Values = positive results of focus on the
left pole
Values = positive results of focus on the
right pole
Fears = negative results of over-focus on the
left pole to the neglect of the right pole
Fears = negative results of over-focus on the
right pole to the neglect of the left pole
Deeper Fear from not seeing and optimizing the tension
Greater Purpose Statement - why Leverage this dynamic tension?
Dominant Value Subordinated Valueand
PolarityMap
Action Steps
How will we gain or maintain the positive
results from focusing on this left pole? What?
Who? By When? Measures?
Action Steps
How will we gain or maintain the positive
results from focusing on this right pole?
What? Who? By When? Measures?
Early Warnings
Measurable indicators (things you can
count) that will let you know that you are
getting into the downside of this left pole.
Early Warnings
Measurable indicators (things you can
count) that will let you know that you are
getting into the downside of this right pole.
The Polarity Map is based on the work of Dr. Barry Johnson of Polarity Partnerships, LLC
4. HIDDEN
DOWNSIDES:
What we get if
we overvalue
this to the
neglect of other
3. HIDDEN
BENEFITS:
What we can
gain from both-
and view
2. FEARS:
What we’re
currently trying
to avoid
1. BENEFITS: The
reasons the
dominant value
is so favored
7. ACTION STEPS:
How to retain the
current benefits
8. ACTION STEPS:
How to get the
―Correction’s‖
benefits
9. WARNING
SIGNS: How to be
warned about
getting these
downsides
10. WARNING
SIGNS: How to be
warned about
getting these
downsides
5. Why pursue upsides?
6. Why avoid downsides?
72. 72Polarity Thinking
Big Polarities in Social Innovation
Despite stereotypes, we‟re seeing deep values
integration in the private sector
Triple-bottom line business, social investing,
social enterprise, integrative business, conscious
capitalism…all just our words to express a
creative integration of a core polarity:
Self-interest & Common good
73. 73Polarity Thinking
What‟s Shifting?
Old Paradigm (False Values Choice):
By law, public corporations pursue self-interest
and NGO’s take care of common good
New Paradigm (Values Integration):
Social Ventures & Benefit Corporations
In the last 2 years, 12 U.S. states have passed
Benefit Corporation laws, creating a new class
of corporation that by their charters pursue both
social benefit and financial benefit of
shareholders.
74. 74Polarity Thinking
Meta-polarities…
Employment & Environment ?
Business & Environment ?
Business & Society ?
Individual success & Success for all ?
Energy & Environment ?
Public interest & Private interest ?
Commerce & Development ?
Philanthropy & Commerce ?
Poverty alleviation & Commerce ?
Focus on waste & Focus on resources
Focus on inputs & Focus on outputs
?
75. 75Polarity Thinking
…and the innovations they drive.
Employment & Environment Green jobs
Business & Environment Green business/commerce
Business & Society CSR
Individual success & Success for all Social entrepreneurship
Energy & Environment Clean energy
Public interest & Private interest Charter schools
Commerce & Development Microfinance
Philanthropy & Commerce Cause marketing
Poverty alleviation & Commerce “Bottom of the pyramid” business
Focus on waste & Focus on resources
Focus on inputs & Focus on outputs
Closed-loop processes,
Product take-back
Underlying shift: The optimization of Self-interest AND Common Good
81. 81Polarity Thinking
Never stop at balance
when leveraging
polarities.
Always go for
optimization.
Polarity Principle #10
82. 82Polarity Thinking
1. Use the basic polarity grid as a way to
structure what you‟re hearing—start with
values, frustrations or fears.
2. Look for people “pairing off” around polarity
tensions.
3. Read the newspaper—full of polarities!
4. Try mapping with another person because
your values blind you to the other value.
5. Develop a polarity repertoire.
Next Steps
Editor's Notes
Russ introduce this and Meadows level 1
A sign on the beach says, “BEWARE of RIPCURRENTS.” We know that a rip current occurs when waves break onto the shore from opposite directions, creating a powerful current – like a river going out to sea in the opposite direction of the shore. If you aren’t familiar with rip currents and get caught in one while swimming, a potentially fatal mistake is to make the logical conclusion based on the initial data that your choice is to either swim to the safety of shore or be carried out to sea. Following this logic can result in becoming exhausted very quickly to devastating results. In fact, over 100 people die from rip currents each year.Thanks to others passing the wisdom gleaned from experiences with rip currents, we learn to “swim parallel to shore” to avoid disaster—a critical reframing of the situation! However, some people like the professional surfers in the treacherous Waimea Bay on the North Shore of Oahu, actually learn to play in the “energy system” of rip currents. Surfers ride the rip current out to sea, surf the waves back to shore, and ride the rip current back like a conveyer. Surfers far exceed survival in rip currents; they tap the energy and thrive in them!
Cliff
Russ
Russ: What people resist are the disadvantages of change and the loss of the advantages of the current state.There is often great wisdom in the resistance. It is wisdom based on learning from the past, when we overemphasized one pole at the expense of the other. Although we often “overlearn” from the past!
Cliff:The values in each pair are interdependent—they need each otherTo get the best of both, we need bothThe tension you chose earlier has a pair of values behind it (e.g. home and work)
Cliff
Russ
Russ
Russ: Don’t choose Both-And thinking over Either-Or thinking!Doing so is itself a case of either-or thinkingThe downside is not solving problems and making choices using either-or thinking, which is a critical task (and the reason why either-or thinking is so valued)
Cliff
Cliff
Russ: Don’t choose Both-And thinking over Either-Or thinking!Doing so is itself a case of either-or thinkingThe downside is not solving problems and making choices using either-or thinking, which is a critical task (and the reason why either-or thinking is so valued)
Russ: Don’t choose Both-And thinking over Either-Or thinking!Doing so is itself a case of either-or thinkingThe downside is not solving problems and making choices using either-or thinking, which is a critical task (and the reason why either-or thinking is so valued)
Russ: Don’t choose Both-And thinking over Either-Or thinking!Doing so is itself a case of either-or thinkingThe downside is not solving problems and making choices using either-or thinking, which is a critical task (and the reason why either-or thinking is so valued)
Russ
Russ
Russ
Russ
Russ: Balance is about getting to stasis, to a compromise that holds. This can be very beneficial when an individual, team, or organisational system is out of balance. This is like escaping from the rip current.But don’t stop there! Actively working toward the upsides of both values in a polarity helps us optimize the whole polarity, and create virtuous cycles of innovation and engagement. This is like using the rip current to make surfing faster and easier!
Russ: Balance is about getting to stasis, to a compromise that holds. This can be very beneficial when an individual, team, or organisational system is out of balance. This is like escaping from the rip current.But don’t stop there! Actively working toward the upsides of both values in a polarity helps us optimize the whole polarity, and create virtuous cycles of innovation and engagement. This is like using the rip current to make surfing faster and easier!
Russ: Balance is about getting to stasis, to a compromise that holds. This can be very beneficial when an individual, team, or organisational system is out of balance. This is like escaping from the rip current.But don’t stop there! Actively working toward the upsides of both values in a polarity helps us optimize the whole polarity, and create virtuous cycles of innovation and engagement. This is like using the rip current to make surfing faster and easier!
Russ: Balance is about getting to stasis, to a compromise that holds. This can be very beneficial when an individual, team, or organisational system is out of balance. This is like escaping from the rip current.But don’t stop there! Actively working toward the upsides of both values in a polarity helps us optimize the whole polarity, and create virtuous cycles of innovation and engagement. This is like using the rip current to make surfing faster and easier!
Russ: Balance is about getting to stasis, to a compromise that holds. This can be very beneficial when an individual, team, or organisational system is out of balance. This is like escaping from the rip current.But don’t stop there! Actively working toward the upsides of both values in a polarity helps us optimize the whole polarity, and create virtuous cycles of innovation and engagement. This is like using the rip current to make surfing faster and easier!
Russ: Balance is about getting to stasis, to a compromise that holds. This can be very beneficial when an individual, team, or organisational system is out of balance. This is like escaping from the rip current.But don’t stop there! Actively working toward the upsides of both values in a polarity helps us optimize the whole polarity, and create virtuous cycles of innovation and engagement. This is like using the rip current to make surfing faster and easier!
Russ: Balance is about getting to stasis, to a compromise that holds. This can be very beneficial when an individual, team, or organisational system is out of balance. This is like escaping from the rip current.But don’t stop there! Actively working toward the upsides of both values in a polarity helps us optimize the whole polarity, and create virtuous cycles of innovation and engagement. This is like using the rip current to make surfing faster and easier!
