Polarities and Polarities and Polarity Management

Unit 3 Shoshonie Heitmann Kaplan University GB500-04 Business Prespectives February 5, 2011

Polarities and Polarities/Problems In every business setting or even in everyday life one faces different dilemma that have different end results, yet there are some issues that seem to have no true solution. Many go wrong in trying to conquer the paradox of OR. This is caused by the fact that many times one tries to solve a polarity only to cause more disastrous results in the end. So how would one decipher between a problem and a polarity? Problems vs. Polarities The simplest way of defining a problem is that there is an end solution. This meaning that there is only one right or wrong answer. The fact that problem solving is the way most individuals are taught to deal with daily issues that may arise. People have the tendencies to look for the right answer which is where our problem solving teachings from childhood to adulthood comes into play (Johnson, 1998). Polarities are best described by Michael Welp as interdependent opposites which function best when both are present to balance with each other (Welp, 1992). Polarities are ongoing, chronic issues that are unavoidable and unsolvable. Approaching polarities with traditional problem solving methods are ineffective and can result in unproductive results (Johnson, 1998). Effective polarity management can neither answer nor solve the issue at hand but come to an effective in between to help the two different spectrums coexist to make for a better environment for all sides of the issue. For example not seeking whether to seek stability or change but how to plan effectively for both (Polarity Management, 2010). By using both ends of the polar the energy can be creative as opposed to be destructive. By working towards a common ground but not a right or wrong answer to the issue will help managing a paradox easier and more effective.

Polarities and Managing polarities is a trick in itself because one can become so focused on a solution when there is not one to be found. There are six steps in the process of management starting with defining the issue, including the key stakeholders, build the polarity map, understand how polarities work, asses realities with the polarity, and asses reality with the polarity. Recognize the key of the situation that contains the polarities as opposed to problems and learn how to manage those situations. A key component of this process is a polarity map, which defines the strengths and weaknesses of both polarities (Miller, 2008).

Good management skills are needed to make polarity management work. It is not like solving a problem but looking at both ends of the issue and finding the medium that will allow it to work for the benefit of both interested parties. Such as, instead of trying to find which will work long term or short term, but hope for the best in both the long term and the short term. It is finding the balance that makes the playing field more equal for all who must play upon it (Ambler, 2006).

Looking at the polarity map below we are looking at the cost versus quality. This is an age old argument. When you look at the action steps for both sides of the polarity you see that on the plus side for cost is shareholder and owners needs being met. This is done by working the product as lowest cost basis as possible to meet the clients need of low cost product, but the early warning signs for the cost side is that need for the product will become too demanding therefore the need for increased manufacturing costs and supplies will cut into the profit margin. Another warning sign is if product is made to low cost specs will product endure the test of time.

Polarities and

Polarity Flow Chart Market Competitiveness +C Shareholders Needs Met Owners Needs Met Increased Sales Higher Profit Margin Budget Met Client Needs Met +Q

Repeat Customers Competitive Edge Fewer Product Returns

ORG Responsibility

&

ORG Responsibility

for Cost

for Quality

-Q Client Needs Misrepresented

-C Shareholders/Owners Goal Not met

Demands exceed manufacturing Lower profit margin due to increased manufacturing cost

Customer Base Smaller Competition underpriced Less Profits due to fewer returns

Budget not met

Business Failure

Polarities and Continuing on with the plus side of quality we see the need of the client is being met with by offering products of quality. The client is pleased therefore are return consumers and give recommendations. Because of the high technology components and time spent fewer returns are made and less service is needed for product. The early warning signs higher quality could mean fewer computers are needed because of durability of product. Competition may be able to undercut the company with cheaper components in their products, and customer base is that of higher quality frame set and not so much cost effectiveness. Leadership Within the top management of Evolution Technology, Inc. the polarity management would be put forth in a team dynamic as to get all aspects of both ends of the issue. The first part of the discussion would be to truly discover if the issue was a paradox or just a problem with one answer as the solution. If a paradox, then what are both the plus and negatives of the polarity? By communicating and making a map of the polarity it will enable the team to see the bigger picture and have clues as to when the issues is getting off track. It is important to look at the true realities of the polarities and accept that there is no true answer to the issue just comes to the happy middle of hoping for the best of both ends of the spectrum. Having the early warning signs allows one to readdress the issue and find where one is working too hard on either one end of the polarity or the other. Redirect the energy from negative back to the positive energy needed to accomplish the working order of the polarity map. This being said working together as a team will make the issues seem easier to handle. Getting input and allowing others to have say, is how the team will work at Evolution Technology, Inc.

Polarities and

References Johnson, B., (1998), Polarity Management, A Summary Introduction, Polarity Management Associates Welp, M., (1992), Polarity Mapping Worksheet. Retrieved on February 5, 2011 from http://docs.google.com/viewer?a=v&q=cache:ToENr5cXq4oJ:www.equalvoice.com/polr ty_map_wrksht.pdf+Polarity+Management&hl=en&pid=bl&srcid=ADGEESj_QZ4W0q 63rUjgb8EK3Nq4tR6sTpNde2dpKwjRvl60M5yrcwXNOB8mWu6xbPXVWPFFv73l1Bn7UK HE6u20UgAIE4tP5bF97qPlNJAFwXWF-hNQj_FjfKOXf8md2l1412kv8d&sig=AHIEtbQ3gxF_7DjqoUUZ9sanbINxdm_-iQ&pli=1 (2010), Polarity Management. Retrieved on February 6, 2011 from http://docs.google.com/viewer?a=v&q=cache:sT29HHvMJ5kJ:www.polaritymanagemen t.com/FPM09det.pdf+Polarity+Management&hl=en&pid=bl&srcid=ADGEESiRCdsKuG Ba8TZgYAa9sUvd9uz_O79d3WX8oj9PXkmPt7fiqEz70H6qgCHjzm0QQlG4dGTM8gN gtGHUsDBT1wKlLARBNadOOaMh2uD3sFM8RJZa3aAEhCtnvM4eKTRpLDxdVrM&sig=AHIEtbS-3gXuFtoHPVrJU7sZ5Yz6TJC-4g Miller, J., (2008), Polarity Management: Handling Unsolvable Problems. Retrieved on February 6, 2011 from http://www.bnet.com/blog/mba/polarity-management-handlingunsolvable-problems/145 Ambler, G., (2006), The Practice of Leadership. Retrieved on February 8, 2011 from http://www.thepracticeofleadership.net/2006/10/15/how-practicing-leaders-can-manageparadox-dilemma-and-polarity/