Post on 21-Jan-2016
transcript
Leadership Initiative
Session 6: Strategy, Decision-Making
and Polarity Management
5 Levels of Decision-making Vroom Yelton
Authoritarian Decision Maker
A-I Makes decision alone
A-II Gathers information without telling others that
they are “participating” in the decision
Consultative Decision Maker
C-I Consults with people individually for their input
C-II Gathers information from the group-- has genuine
interest in feedback
C-III Consensus--shares decision making power with group
Group must understand the level of decision-making desired before deliberation.
Time for decision making is greater the further down the list you go.
Can’t flip back and go from C-II to A-I.
Group should feel the magnitude of the question is sufficient to spend the time in order to reach consensus.
Group must decide if they have enough time to make the decision by consensus.
The group must be willing to reformat the question and alternatives if consensus seems unachievable.
Members must abide by and support the decision once they give their consensus.
Purpose To enhance your leadership performance by differentiating between a problem to solve and a polarity to manage.
Objectives
► To identify the value of either/or thinking► To identify the value of both/and thinking► To distinguish between problems to solve and
polarities to manage► To understand how all polarities look and
work ► To learn the action steps for managing
polarities well over time
Polarity Management
Exhale Inhale
Positive Results Positive Results
Negative Results Negative Results
InhaleExhale
Get Oxygen
Too Much
Carbon Dioxide
Clean Out
Carbon Dioxide
Lack of
Oxygen
Positive Results Positive Results
Negative Results Negative Results
InhaleExhale
INHALEEXHALE
C.
Get
Oxygen
Too much
Carbon Dioxide
D.
A.
Clean out Carbon Dioxide
Lack of
Oxygen
B.
Polarity Management™ The Infinity Loop Energy System
InhaleExhale
Get Oxygen
Too Much
Carbon Dioxide
Clean Out Carbon Dioxide
Lack of
Oxygen
Positive Results Positive Results
Negative Results Negative Results
INHALEEXHALE
EXHALE INHALE
EXHALE INHALE
Polarity Management™ ComplementsThe Systems Theory notion of Virtuous Circles
Healthy
Unhealthy
INHALEEXHALE
TOO MUCH
CARBON
DIOXIDE
LACK OF
OXYGEN
GET
OXYGEN
CLEAN OUT
CARBON
DIOXIDE
andEXHALE
Competitive Advantage
Can’t Compete
andStability
Greater Purpose
Deeper Fear
PROBLEM OR POLARITY?
Problems to solve have:
►One right answer = “If I’m right, my opposition is wrong.”
► Two or more right answers that are independent = “There is more than one way to skin a cat.”
Polarities to manage have: Two or more right answers that are interdependent – like
breathing
“I and my opposition are not only both right, we are each dependent on the other’s truth over time.”
POLARITIES ARE:
Unavoidable, Unsolvable, Indestructible
POLARITIES
Criteria for Polarities:
(Yes = Polarity) (No = Problem to Solve)
► Are there 2 or more necessary upsides?
► Will over-focusing on one pole undermine
the higher purpose?
► Is the difficulty ongoing, like breathing?
► Are the alternatives interdependent = do
they need each other over time?
The Polarity Management™ Process – 6 Steps
2 - IncludeKey Stakeholders
1 -Define the Issue
6 – Action Steps and Early Warnings
4 - Understand How Polarities Work
3 - Build the Polarity Map
5 – Assess Realities With This Polarity
Polarity
Paradox
Dilemma1-2-3-4-5-6-7-8
1-2-3-4-5-6-7-8
Competitive Advantage
Can’t Compete
1.
2.
3.
4.
1.
2.
3.
4.
1.
2.
3.
4.
1.
2.
3.
4.
Negative Results of Over-focusing on Stability to the Neglect of
Change
Neutral Name of Left Pole
Positive Results of Focusing on
Stability
Why?
Guide to Polarity Map Content
Negative Results of Over-focusing on Change to the Neglect of Stability
Neutral Name of Right Pole
Positive Results of Focusing on Change
GPS = Greater Purpose Statement
Deeper Fear
*
ChangeStability
**
*
Fears = Negative results from over-focusing on the right pole to the neglect of the left pole
Values = Positive results from focusing on the right pole
Fears = Negative results from over-focusing on the left pole to the neglect of the right pole
Values = Positive results from focusing on the left pole
Greater Purpose - why balance this polarity?
Deeper Fear from lack of balance
Early WarningsMeasurable indicators (things you can count) that will let you know that you are getting into the downside of this right pole.
Early Warnings***
Measurable indicators (things you can count) that will let you know that you are getting into the downside of this left pole.
Action StepsHow will we gain or maintain the positive results from focusing on this left pole? What? Who? By When? Measures?
Action StepsHow will we gain or maintain the positive results from focusing on this right pole? What? Who? By When? Measures?
&
Basic Steps to Managing a Polarity Well Over Time
GPS = Greater Purpose StatementEffective Leader
Deeper Fear from Lack of Balance?Ineffective Leader
Basic Action Steps to Manage a Polarity Well Over Time
**Positive results from focusing on this
left pole:
What I Value too much of which can lead to the quadrant below:
Positive results from focusing on this right pole:
At those times I would like to be more…
Negative results of over-focusing on this left pole to the neglect of the right pole:
Sometimes I think I am too…
Negative results of over-focusing on this right pole to the neglect of the left pole:
What I fear if I do too much of the quadrant above to the neglect of the upper left quadrant:
Early Warnings***
Measurable indicators (things you can count) that will let you know that you are getting into the downside of this left pole.
1.
Early WarningsMeasurable indicators (things you can count)
that will let you know that you are getting into the downside of this right pole.
1.
Action StepsHow will we gain or maintain the positive
results from focusing on this right pole? What? Who? By When? Measures?
1.
Action StepsHow will we gain or maintain the positive
results from focusing on this left pole? What? Who? By When? Measures?
1.
8 Polarities in “The Fundamental State of Leadership”From Building The Bridge As You Walk On It by Robert E. Quinn
Spontaneous; Expressive AND Self-disciplined; ResponsibleCompassionate; Concerned AND Assertive; Bold
Mindful; Reflective AND Active; EnergeticPrincipled; Integrated AND Engaged; Involved
Realistic; Questioning AND Optimistic; ConstructiveGrounded; Factual AND Visionary; HopefulConfident; Secure AND Adaptive; FlexibleIndependent; Strong AND Humble; Open
12 Leadership Polarities From Polarity Management Associates
Conditional Respect AND Unconditional RespectTask AND Relationship Candor AND Diplomacy
Responsibility AND FreedomConfidence AND Humility
Analysis AND EncouragementControl AND Empowerment
Grounded AND VisionaryStructure AND Flexibility
Logic AND CreativityIndividual AND Work Group
Planning AND Implementation
10 Polarities in “Level 5 Leadership” From Good To Great by Jim Collins
Self AND Organization Willfulness AND Humility
Debate AND UnityCandor AND Diplomacy
Reality AND FaithDeep Understanding AND Simplicity
Discipline AND Entrepreneurship Technology Fads AND PioneeringEvolutionary AND Revolutionary
Preserve Core AND Stimulate Change
“I believe that the central leadership attribute is the ability to manage polarity.” Peter Koestenbaum
8 Leadership PolaritiesFrom Lost in Transition by Richard Elsner and Bridget Farrands
To shake things up AND To preserveTo be open to events AND To be intentional about results
To develop bonds AND To keep distanceTo seek help to learn about the org. AND To give value by showing
how to succeed or avoid failureTo impose AND To facilitate
To go fast to perform AND To go slow to prepareTo clean out AND To develop
To support the team AND To serve the hierarchy and/or the wider organization
11 Important Organizational PolaritiesFrom Polarity Management Associates
Centralized Coordination AND Decentralized InitiativesRecognize the Individual AND Recognize the Team
Reduce Cost AND Improve QualityCompeting with Others AND Collaborating with Others
Stability AND ChangeCelebrating Our Differences AND Celebrating Our Commonalities
Care for My Part of the Organization AND Care for the Whole OrganizationShowing Respect for Every Person AND Showing Respect Based on Performance
Getting the Job Done (task) AND Building RelationshipsTaking Care of the Organization AND Taking Care of the Customer
Work AND Home
10 Strategic Management PolaritiesFrom Strategy Synthesis by Bob de Wit and Ron Meyer
Logic AND CreativityDeliberateness AND Emergentness
Revolution AND EvolutionMarkets AND Resources
Responsiveness AND SynergyCompetition AND Collaboration
Compliance AND ChoiceControl AND Chaos
Globalization AND LocalizationProfitability AND Responsibility
7 Organizational Polarities From Managing on the Edge by Richard Tanner Pascale
(Left column = the 7 areas of “Excellence” from In Search of Excellence)
Strategy ……...Planned AND Opportunistic
Structure…..….Elitist AND Pluralistic
Systems..……..Mandatory AND Discretionary
Style…………..Managerial AND Transformational
Staff…………..Collegiality AND Individuality
Shared Values…Hard Minds AND Soft Hearts
Skills…………..Maximize AND Meta-mize
3 Organizational Polarities From The Three Tensions
by Dominic Dodd and Ken Favaro
Profitability AND GrowthToday AND Tomorrow
The Whole AND The Parts
1 Organizational Polarity From Built to Last by Collins and Porras
Preserve the Core AND Stimulate Progress
6 Cross-Cultural PolaritiesFrom Building Cross-Cultural Competence by Charles Hampden-Turner and Fons Trompenaars
Universalism AND ParticularismIndividualism AND Communitarianism
Specificity AND DiffusenessAchieved AND Ascribed Status
Inner Direction AND Outer DirectionSequential AND Synchronous
5 Cross-Cultural PolaritiesFrom Cultures Consequences by Geert Hofstede
High Power Distance AND Low Power DistanceHigh Uncertainty Avoidance AND Low Uncertainty Avoidance
Individualism AND CollectivismMasculinity AND FemininityLong Term AND Short Term
POLARITY PRACTICEChoose a polarity pair from the lists or
create your own.
As a table, complete the polarity map.
**
*
Fears = Negative results from over-focusing on the right pole to the neglect of the left pole
Values = Positive results from focusing on the right pole
Fears = Negative results from over-focusing on the left pole to the neglect of the right pole
Values = Positive results from focusing on the left pole
Greater Purpose - why balance this polarity?
Deeper Fear from lack of balance
Early WarningsMeasurable indicators (things you can count) that will let you know that you are getting into the downside of this right pole.
Early Warnings***
Measurable indicators (things you can count) that will let you know that you are getting into the downside of this left pole.
Action StepsHow will we gain or maintain the positive results from focusing on this left pole? What? Who? By When? Measures?
Action StepsHow will we gain or maintain the positive results from focusing on this right pole? What? Who? By When? Measures?
&
Basic Steps to Managing a Polarity Well Over Time
Higher Purpose = Why Balance This Polarity? Synergistic value – achieve the company vision.
Greater value to company
Deeper Fear from Lack of Balance? Some of the existing BU’s will not exist
Fortune 100 Company - USA
* Thanks to John Scherer, Center for Work and the Human Spirit ** Thanks to The Strategy Academy, Rotterdam, The Netherlands
*** Thanks to Todd Johnson, Rivertown Consultants
*
**Positive results from focusing on this
left pole:
1. Reason to believe – further along on the life cycle – operational
2. More clear goals/focus
3. Brings in cash
4. Speed/nimble
5. Easier for employees & customers to be connected (more traditional)
6. High level of control within the BU
7. BU initiative and creativity
8. Products/services better defined
9. Aligning ee interest/skill sets w/BU
Positive results from focusing on this Right pole:
1. Synergy/coordination
2. Strategic advantage (distinctive)
3. Greater leverage of capabilities and broader skill set
4. Integrator
5. New revenue streams
6. Insulation of ingredient sales
7. Different customer relations
8. More emphasis on intangibles (IP)
9. Less capital intensive
10.Knowledge generation/sharing
Negative results of over-focusing on this left pole to the neglect of the Right pole:
1. Higher costs/duplication of effort
2. Focus is too narrow/siloed/myopic
3. Loss of biz opps
4. Less sustainability of value
5. Lessened ability to integrate techs
6. Less leverage of capabilities
7. Less competitive advantage
8. More intense external competition
9. Less knowledge sharing
10.Less employee networking/career opps
Negative results of over-focusing on this Right pole to the neglect of the Left pole:
1. More overhead
2. Bureaucratic and slow
3. Lack of clarity (internally & externally)
4. Lack of focus on ingredient sales
5. Narrower customer base
6. Slower to market/slower dev of new ingredients
7. Loss of cash flow
8. Loss of some specific capabilities or individuals (specialty ingred skills)
Action StepsAction steps to gain or maintain the positive
results from focusing on the Right pole.
1. Merging common functions and assets (quantifying and creating synergy value) – see budget mtg action list (end of April)
2. Specifically plan projects that grow ingredient sales – Sal by June 1, 2003
3. Target key BU customers and take an integrated/systems approach to unseat the incumbent
4. BUs forwarding project ideas and/or customers for solutions approach for the company (Corp. Steering Team)
5. Within BUs, develop ingredients or derivative systems that achieve company goals (i.e. achieve consumer needs) – Bob and Bruce initial discussion by May 14, 2003
6. Share/assign xxx contacts between BUs and CST, identify ee within BU to lead sales effort with specific customer – Bob to get xxx list compiled by June 15, 2003 – Mary and Sam to assign appropriate sales contact for target customers by May 14, 2003
Action StepsAction steps to gain or maintain the positive
results from focusing on this left pole.
1. Higher capital authority level (increase amount for BU) and processing speed – Bob and Dave will make recommendation – May 14, 2003
2. Take a common customer approach with 3-5 selected customers (where we have them between BUs and/or w/company, work together synergistically) – Sam – May 14, 2003
3. Mary & Ed meet to share customers and have a common sales approach
4. Joint sales training (more sophisticated) – have initial design discussions
5. Joint development of ingredient systems (look harder when we go to a customer about other systems we have access to in the company – work together with the company to figure out how we are going to develop ingredient systems) – SEE COMPANY UPSIDE 4 and 5 GREEN FLAGS
Early Warnings***
Measurable indicators (things you can count) that will let you know that you are getting into the downside of the left pole.
1. We don’t address the duplication of effort (trend line on SG&A as a percentage of gross profit)
2. Platform “the approach” revenue goals are not met
3. Less knowledge sharing (how measure? Call reports?)
Early WarningsMeasurable indicators (things you can count)
that will let you know that you are getting into the downside of the Right pole.
1. Meeting audit (measure of value, speed of decision making)
2. BU revenue goals are not met
3. Shrinking BU customer base
4. Engagement survey q’s that relate to lack of clarity
CompanyBU
Using the Six Steps of Polarity Management
Step 1 - Define the difficulty
Step 2 - Include key stakeholders
Step 3 - Map one key polarity
Step 4 - How does this polarity work?
Step 5 - Do you want to suggest or offer an ongoing assessment?
Step 6 – Taking Action
What might be some Action Steps?
What might be some Early Warnings?
Step 2 - revisited – Include Key Stakeholders
STRATEGYDenise Walker
CORLearning