Leading in Paradox: An introduction to polarities

Dr Cheryl Doig

Leading in Paradox: An introduction to polaritiesWe live in increasingly complex times. Such times require leaders to be adaptive and flexible, to accept that there may not be a ‘right’, ‘wrong’, or ‘single’ answer, and to be comfortable with uncertainty.

Adaptive leaders are able to:• differentiate between a problem to be solved and a polarity to be managed;• adapt their leadership to the context;• explore and synthesise connections;• probe, sense and and respond based on skills of listening, inquiring and

challenging own assumptions;• connect and engage;• undertake retrospective analysis of blind spots and connections missed;• unlearn, learn and relearn.

Managing polarities is imperative to leading change in the future. These slides are designed to start the conversation.

“The nature of paradox, turning things on their head, flipping ideas upside-down—and knowing how to reconcile and ride the tension of opposites—is at the heart of leadership and indeed life.”

3Sir Paul Callaghan

The language of polarities

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Polarities

• have interdependent alternatives

• tend to be ongoing and oscillate

• have no definitive end point to solving the problem

• since they are not solvable, they have to be managed

• require ‘and-both’ thinking

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Problems

• independent • can be

solved• have a

definite end point

• don’t re-occur over time

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Examples of polarities • cost & quality• individual & team• planning & action• idealistic & pragmatic• action & reflection• stability & change• centralised &

decentralised• internal & external focus• customise & standardise• task & relationship

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• freedom & accountability

• short term & long term• flexibility & structure• work & home• controlling &

participative• individual & collective• effective & efficient• activity & rest• mission & margin• rational & intuitive

Interdependent pairs

The polarity test

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Is the difficulty ongoing?

Are the two poles interdependent?http://www.flickr.com/photos/16230215@N08/5300354275/

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Getting started:List any recurring issues in your organisation.Review the slides on problems and polarities. Identify a polarity to be managed.

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Polarity mapping is a powerful tool

for helping

leadership to cope with

this complexity

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If you are interested in exploring practical strategies for polarity mapping, adaptive leadership, complexity and futurescaping

your organisation please contact us.

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