POLARITIES
POLARITY THINKING
SOLVING UNSOLVABLE PROBLEMS
Elaine and Lindsay welcome the challenges of complexity, where emotions are running high, and where polarization is getting in the way of progress. Instead of being overwhelmed by these challenges, they bring a calm confidence. The confidence is not only in themselves but in the people and organizations with whom they are working. Simply put, they know their stuff and they care.
Barry Johnson Ph.D.
Author of Polarity Management
Should you focus on change to stay relevant OR on stability for continuity?
Should you focus on change to stay relevant OR on stability for continuity?
Should you focus on change to stay relevant OR on stability for continuity?
THE ANSWER IS YES.
WHY?
Because you are dealing with polarities—interdependent values.
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The research is clear—individuals, leaders and organizations that understand and know how to leverage polarities outperform those that don’t. In fact, you cannot attain great goals for great companies unless you know how to lead stability AND change, people AND bottom line, individuals AND teams… The key is tapping the genius of ‘AND’.
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First, you learn to distinguish problems from polarities because when you fail to do so, issues are never-ending and enormously frustrating. When you can distinguish the two, your approach changes, unnecessary conflict decreases and innovative ways to approach complex issues emerge and stick.
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Second, you learn practical tools to develop action steps to solve unsolvable problems and develop sustainable change. This focus and process can be used for individuals, teams, and organizations.
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Polarity Thinking is an approach.
It can be applied to individual, team, organizational development and is critical for constructive conflict.
Elaine and her folks have an amazing talent for integration, people skills, intuition and the theory of organizational development. And there is a very significant impact on the bottom line.
Mary Peery
Senior Vice President, Hewlett Packard