Managing Polarities: Harnessing the Productive Tension in Tradeoffs Val Ulstad MD, MPA, MPH

1. Managing Polarities: Harnessing the Productive Tension in Tradeoffs Val Ulstad MD, MPA, MPH

4. Human Systems Limit of tolerance Tension of change Productive Range Threshold of learning Time Based on R. Heifetz. and M. Linsky. Leadership on the Line, Harvard Business School Press, Boston, MA,2002, pg. 108.

5. Type of Situations Requiring Leadership Technical - Apply abilities that already exist in the system’s capabilities Adaptive - People deeply and broadly within the organization need to learn new capabilities

6. Adaptive Challenge Limit of tolerance Productive Range Holding Environment Tension of change Threshold of learning Technical Challenge Time Technical vs. Adaptive Work R. Heifetz and M. Linsky. Leadership on the Line, Harvard Business School Press, Boston, MA, 2002, pg. 108.

7. In your work, what makes being a leader difficult?

8. Properties of Adaptive ChallengesWicked Problems Gap between way things are and desired state Varied points of view Requires difficult learning Involves facing loss New competencies must be developed People with problems have problem solving responsibility Takes longer than technical work Requires trying things Generates disequilibrium, distress and work avoidance

9. The most common cause of leadership failure is treating an adaptive problem with a technical fix.

10. Clues suggesting an adaptive challenge is ahead. When people’s hearts and minds need to change, not just their preferences and routine behaviors Process of exclusion when technical approach has not worked Persistence of conflict Conflicts are symptoms, not the actual problem Crisis is often a good indicator

11. Adaptive Work Adaptive work diminishes the gap between the way things are and the way things need to be to create a better future Adaptive leadership is the activity that mobilizes people to perform needed adaptive work

12. Walking with the Wind

13. Walking the WindQuestions for reflection – 5 minutes • What does walking the winds of your work while responsibly leading others ask of you? • What does it take to keep turning toward the rising corner? • What are you walking from? • What are you walking towards

14. “From - To” SolutionWhat are you moving from…to?Share at your tables

15. Harvest ideas

16. “From - To” SolutionEvidence of a Hidden Polarity

17. Definition of Polarity “A polarity is the possession or manifestation of two opposing attributes, tendencies or principles that are interdependent. They identify a relationship that is ongoing and raise issues that do not go away.” Barry Johnson

18. Consider Stability and Change • We are preoccupied with change, however to focus on change alone is insufficient • With polarity thinking, even with all our preoccupation with change, we should focus equally onstability—core values, principles, the parts of a culture worthy of preserving and maintaining. • Not either/or… Both/and.

19. Properties of Adaptive ChallengesWicked Problems Gap between way things are and desired state Varied points of view Requires difficult learning Involves facing loss New competencies must be developed People with problems have problem solving responsibility Takes longer than technical work Requires trying things Generates disequilibrium, distress and work avoidance

20. PEOPLE SEE THINGS DIFFERENTLY

21. PEOPLE SEE THINGS DIFFERENTLY AND THEY ARE RIGHT

22. Properties of Adaptive ChallengesWicked Problems Gap between way things are and desired state Varied points of view Requires difficult learning Involves facing loss New competencies must be developed People with problems have problem solving responsibility Takes longer than technical work Requires trying things Generates disequilibrium, distress and work avoidance Polarities

23. Polarities in Your Work? • Stability and change • Process and outcome • Grounded and visionary • Structure and flexibility • Planning and implementation • Service (mission) and cost (margin) • Meaningful and manageable • Effectiveness and efficiency • Standardization and innovation • Candor and diplomacy • Partnership and hierarchy • Individual and team • Control and empowerment • Awareness of self and attunement to others • Client needs and staff needs • Retention and recruitment • Being (relationships) and doing (productivity) • Intention and perception • Others?

24. “Either/or”“Both/and” thinking Both/and • More than one right answer • When you are right, those who disagree may also be right Either/or • One right answer • When you are right, those who disagree are wrong!

25. “ The opposite of a fact is a lie..butthe opposite of one profound truth is complemented and given life by anotherprofound truth.”- Niels Bohr

26. Problem or Polarity? Polarity • Ongoing • No end point • Not solvable • Must be managed together • Cannot stand alone • The alternatives need each other to optimize the situation over time Problem • Not ongoing • An end point • Solvable • Independent alternatives • Can stand alone • No need to include an alternative for the solution to work

27. EffectivenessANDEfficiency Optimal client experience ANDHealthy engaged professionals Teamwork ANDIndividual Contribution StandardizationANDInnovation

28. Why does either/or seem easier? • Dichotomies make life more manageable • We hate tension and strive to resolve it quickly • Powerful need of our egos and institutions to maintain the illusion of control • Inclination to solve not hold tension • Push to simplify—try to avoid contradictions— we crave the quick fix.

29. “Either/or”“Both/and” thinking Both/and • More than one right answer • When you are right, those who disagree may also be right • Adaptive Either/or • One right answer • When you are right, those who disagree are wrong! • Technical • Not wrong but insufficient for adaptive work

30. The most common cause of leadership failure is treating an adaptive problem (polarity) with a technical fix (as a problem).

31. Polarities • In all difficult, wicked or adaptive problems • Power and truth in both aspects • AND is the key • Either taken to extreme alone is nonsense

32. “People who thrive in difficult times do two things... face reality and remain hopeful.” -Victor Frankl AND Face Reality Remain Hopeful

33. AND Face Reality Remain Hopeful Corrosive Cynicism

34. AND Face Reality Remain Hopeful Irrelevant Idealism

35. Holding both in tension = managing a polarity Remain Hopeful Face Reality Focus on one extreme at the expense of the other Corrosive Cynicism Irrelevant Idealism

36. Ways We Will Work with Polarities • Recognize them • Map them • Manage them • Maximize upsides of both

37. Polarity Map Organization/network thrives GAP or “the work” Optimal focus on stability Continuity Loyalty Security Avoid Foolish Risk Optimal focus on change New energy New perspectives New challenges, skills Willing to take risk Stability Change AND Results of over-focusing on stability at the expense of change Stagnation No new perspectives No new challenges Unwilling to take risk Results of over-focusing on change at the expense of stability Chaos Reduced loyalty Feel insecure Take foolish risks Constant realignment of relationships Organization/network struggles

38. Fundamental Polarity to Manage in Leading Adaptive Work Progress on Adaptive Work GAP See patterns Get insights Reevaluate assumptions See new connections Engaged Build credibility Understand the work and what it is asking of people Feel what others feel + + Dance Floor Balcony AND Can’t see big picture Forget what the work is Exhaust self with busyness Disengaged Checked out Not relevant Others feel manipulated _ _ Problem keeps recurring

39. Polarity Management A technique which makes the most of polarities to take advantage of positives and reduce negatives Adapted from B. Johnson, Polarity Management, H R D Press Inc., MA,2002

40. Polarity Map Why Greater purpose statement or the desired state Expanded Possibilities for Aging GAP or “the work” What optimal focus on this pole looks like What optimal focus on this pole looks like Optimization Innovation AND What over focus on this pole at the expense of the other pole looks like What over focus on this pole at the expense of the other pole looks like Current State Deeper fear if things stay as they are

41. Innovation Optimization Polarity • Create NEW value • Focus on client’s needs • Commitment to client’s needs • Seeks to create temporary increase in variation • Development, discussion, diffusion – how you exercise leadership Innovation and Optimization are two sides of the same coin. In order to succeed in today’s world, organizations need to be able to do both---often simultaneously Improve EXISTING value Focuses on current processes Committed to what you are currently doing and improve it Strives to eliminate variation Predictability, processes and perfection – how you exercise leadership

42. Polarity Map Expanded Possibilities for Aging GAP or “the work” Optimal focus on optimization Improve EXISTING value Focuses on current processes Committed to what you are currently doing and improve it Strives to eliminate variation Predictability, processes and perfection Optimal focus on innovation Create NEW value Focus on client’s needs Commitment to client’s needs Seeks to create temporary increase in variation Development, discussion, diffusion Optimization Innovation AND Over-focus on optimization at the expense of innovation Disempowered professionals Disengaged hearts and minds Stagnation No new perspectives or challenges Unwilling to take risk Over-focus on innovation at the expense of optimization Chaos More variation than system can support Scattered energy and no cohesive vision Create new things because they are new Make use by providers impossibly hard Current State

43. Polarity Map Expanded Possibilities for Aging GAP or “the work” Optimal focus on innovation Create NEW value Focus on client’s needs Commitment to client’s needs Seeks to create temporary increase in variation Development, discussion, diffusion Optimization Innovation Over-focus on optimization at the expense of innovation Disempowered professionals Disengaged hearts and minds Stagnation No new perspectives or challenges Unwilling to take risk Current State

44. Polarity Map Expanded Possibilities for Aging GAP or “the work” Optimal focus on innovation Create NEW value Focus on client’s needs Commitment to client’s needs Seeks to create temporary increase in variation Development, discussion, diffusion Optimization Innovation AND Over-focus on optimization at the expense of innovation Disempowered professionals Disengaged hearts and minds Stagnation No new perspectives or challenges Unwilling to take risk Over-focus on innovation at the expense of optimization Chaos More variation than system can support Scattered energy and no cohesive vision Create new things because they are new Make use by providers impossibly hard Current State

45. Polarity Map Expanded Possibilities for Aging GAP or “the work” Optimal focus on optimization Improve EXISTING value Focuses on current processes Committed to what you are currently doing and improve it Strives to eliminate variation Predictability, processes and perfection Optimal focus on innovation Create NEW value Focus on client’s needs Commitment to client’s needs Seeks to create temporary increase in variation Development, discussion, diffusion Optimization Innovation Over-focus on optimization at the expense of innovation Disempowered professionals Disengaged hearts and minds Stagnation No new perspectives or challenges Unwilling to take risk Over-focus on innovation at the expense of optimization Chaos More variation than system can support Scattered energy and no cohesive vision Create new things because they are new Make use by providers impossibly hard Current State

46. Polarity Map Expanded Possibilities for Aging GAP or “the work” Optimal focus on optimization Improve EXISTING value Focuses on current processes Committed to what you are currently doing and improve it Strives to eliminate variation Predictability, processes and perfection Optimal focus on innovation Create NEW value Focus on client’s needs Commitment to client’s needs Seeks to create temporary increase in variation Development, discussion, diffusion Optimization Innovation AND Over-focus on optimization at the expense of innovation Disempowered professionals Disengaged hearts and minds Stagnation No new perspectives or challenges Unwilling to take risk Over-focus on innovation at the expense of optimization Chaos More variation than system can support Scattered energy and no cohesive vision Create new things because they are new Make use by providers impossibly hard Current State

47. Constant Motion in a Constant Predictable Direction Expanded Possibilities for Aging GAP or “the work” Optimal focus on optimization Improve EXISTING value Focuses on current processes Committed to what you are currently doing and improve it Strives to eliminate variation Predictability, processes and perfection Optimal focus on innovation Create NEW value Focus on client’s needs Commitment to client’s needs Seeks to create temporary increase in variation Development, discussion, diffusion Optimization Innovation AND Over-focus on optimization at the expense of innovation Disempowered professionals Disengaged hearts and minds Stagnation No new perspectives or challenges Unwilling to take risk Over-focus on innovation at the expense of optimization Chaos More variation than system can support Scattered energy and no cohesive vision Create new things because they are new Make use by providers impossibly hard Current State

48. Work Avoidance Expanded Possibilities for Aging GAP or “the work” Optimal focus on optimization Improve EXISTING value Focuses on current processes Committed to what you are currently doing and improve it Strives to eliminate variation Predictability, processes and perfection Optimal focus on innovation Create NEW value Focus on client’s needs Commitment to client’s needs Seeks to create temporary increase in variation Development, discussion, diffusion Optimization Innovation AND Over-focus on optimization at the expense of innovation Disempowered professionals Disengaged hearts and minds Stagnation No new perspectives or challenges Unwilling to take risk Over-focus on innovation at the expense of optimization Chaos More variation than system can support Scattered energy and no cohesive vision Create new things because they are new Make use by providers impossibly hard Current State

49. Leadership Intervention Adjusting the Tension Expanded Possibilities for Aging GAP or “the work” Optimal focus on optimization Improve EXISTING value Focuses on current processes Committed to what you are currently doing and improve it Strives to eliminate variation Predictability, processes and perfection Optimal focus on innovation Create NEW value Focus on client’s needs Commitment to client’s needs Seeks to create temporary increase in variation Development, discussion, diffusion Optimization Innovation Over-focus on optimization at the expense of innovation Disempowered professionals Disengaged hearts and minds Stagnation No new perspectives or challenges Unwilling to take risk Over-focus on innovation at the expense of optimization Chaos More variation than system can support Scattered energy and no cohesive vision Create new things because they are new Make use by providers impossibly hard Current State

50. Leadership Intervention Adjusting the Tension Expanded Possibilities for Aging GAP or “the work” Optimal focus on optimization Improve EXISTING value Focuses on current processes Committed to what you are currently doing and improve it Strives to eliminate variation Predictability, processes and perfection Optimal focus on innovation Create NEW value Focus on client’s needs Commitment to client’s needs Seeks to create temporary increase in variation Development, discussion, diffusion Optimization Innovation Over-focus on optimization at the expense of innovation Disempowered professionals Disengaged hearts and minds Stagnation No new perspectives or challenges Unwilling to take risk Over-focus on innovation at the expense of optimization Chaos More variation than system can support Scattered energy and no cohesive vision Create new things because they are new Make use by providers impossibly hard Current State