Integral and Polarity Management

Polarity Management, starting with Integral Leadership:
Better Perspective, Better Solutions
Joseph S. OHannigan
Director, Learning Solutions, 4:11 Business Associates

Senior Associate Director, Custom & International Programs,
Stayer Center for Executive Education, Mendoza College of Business,
University of Notre Dame
Some materials originally created by
Margaret Seidler, MPA,
Robert (Jake) Jacobs, and
Barry Johnson, PhD, Polarity Management Associates
Polarity Map Copyright PMA 2002;
Other materials Copyright 2011- 2012
Margaret Seidler
AGENDA: Part 1, Integral

Framing your efforts
Understanding where others are coming from
Providing Context & Power
Changing perspective and ability:
Levels of development
Lines (or areas) of focus
Quadrants of activity

Margaret Seidler
Copyright 2012. Joe OHannigan. All Rights Reserved. 2
Why an Integral framework, at Notre

Dame?
Developing the mind and the heart
Wisdom and knowledge and application

Margaret Seidler
DEVELOPING THE INTEGRAL

PERSPECTIVE
Integral: Whole, full, complete,

comprehensive, balanced

Margaret Seidler
Copyright 2010. Melvin Dowdy. All Rights Reserved. 4
DEVELOPING THE INTEGRAL

PERSPECTIVE
Perspective:
A way of seeing, a way of knowing
A way of making judgments of the
relative importance of things

Margaret Seidler
INTEGRAL
DEVELOPME
NT
LEVELS

Margaret Seidler
LEVELS
There are
general
levels of
developme
nt that
represent
increasing
levels of
complexity.

Margaret Seidler
Level IV
Level III
Level II
Level I
Copyright 2004 Integral Institute
LEVELS
Interior
Interior
The Level,
The Higher
Individual
behavior
Individual
Individual
The Higher
Exterior
Exterior
Collective
Collective
The Leverage

Margaret Seidler
Cultural
values
Larger
systems
LEVELS

Margaret Seidler
Adapted from Susanne R. Cook-Greuter
INTEGRAL
DEVELOPME
NT
Classic levels of contribution:

1)New to role/responsibilities
2)Independent Contributor
3)Manager
4)Enterprise-wide leader

Margaret Seidler
10
INTEGRAL
DEVELOPMEN
T
N
LINES

Margaret Seidler
11
LINES
Exterior
Exterior
Individual
development is not
one-dimensional.
Collective
Collective
Individual
Individual
Interior
Interior

Margaret Seidler
12
LINES

Margaret Seidler
aall
ttuu
ll
eess
iirrii
u
u
ccaa
SSpp
aall
ssii
V
V
hhyy
aall PP
vvee
iittii
oonn
aall
rrss
ggnn
oorr
ll CCoo
MM
ppee
r
r
nnaa
ttee
iioo
IInn
oott
EEmm
Individual
Individual
Interior
Interior
There are,
in fact,
many lines
of
developmen
t that run
through all
of the
quadrants.
13
LINES
Lines in the upper left quadrant represent key dimensions of our interior lives. They may be
thought of as the grand questions and answers in life.
Cognitive Line
What is?
Emotional Line
What am I feeling?
Physical Line
What are the limits of my body?
Interpersonal Line
How do I relate to others?
Values Line
Whats important to me?
Moral Line
What should I do?
Spiritual Line
What is my relationship to God (or

some Ultimate Reality)?

Margaret Seidler
14
LINES
What would it be like to have a boss with this profile?
VeryHi
Hi
Med
Lo

Margaret Seidler
15
LINES
with this profile?
VeryHi
Hi
Med
Lo

Margaret Seidler
16
LINES
1. How would you rate yourself? 2. Where do you need to be?
VeryHi
Hi
Med
Lo

Margaret Seidler
17
LINES
aall
ll
ss
ttuu
iirrii lluuee iiccaa
SSpp VVaannaalhlhyyss iivvee
aall ssoo PP iitt
oorr eerr aall ggnn
MM rrpp oonn oo
ttee ttii CC
IInn mmoo
EE
Individual
Individual
Interior
Interior

Margaret Seidler
Neutral
Your intention determines

whether these are used for good,
or bad
Able to grow
Inherent in us (born with the

capability)
Must be developed over time;

not automatic
Capability (your ability to use

and leverage these) differs
18
LINES
Lines allow us to appreciate the various
components of an individuals character,
skills, and personality.
Individual
Individual
Interior
Better balance among the lines is the best

strategy for better leadership, better
behavior, and effectiveness.
Margaret Seidler
19
I N T E G R A L DEVELOPMENT
QUADRANTS
Four Dimensions of
Leadership
Margaret Seidler
20
QUADRANT
S
Collective
Collective
Individual
Individual
Interior
Interior
Exterior
Exterior
Intention ( I, me )
Behavior ( It )
Values
Competencies
Beliefs
Skills
Assumptions
Active Influence
Desired outcomes
Practices
Cultural ( We )
Social ( Its )
Shared meaning
Social systems
Common beliefs
Processes
Group identity
Structures
Cultural values
Margaret Seidler
21
Q U A D R A N T S:
A RADICAL CHANGE IN PERSPECTIVE
Exterior
Exterior
Collective
Collective
Individual
Individual
Interior
Interior

Margaret Seidler
22
Q U A D R A N T S:
A RADICAL CHANGE IN PERSPECTIVE
Exterior
Exterior
Collective
Collective
Individual
Individual
Interior
Interior
Five Forces analysis
Sales forecasting
SWOT analysis
Stakeholder analysis
Linear programming
Marketshare analysis
Game theory
Code of Conduct
Financial analyses,
Hot line
(NPV analysis,
Continuous Improvement
internal rate of return,
events (Kaizen, 6 Sigma)
EVA analysis, etc.)
ERP
Margaret Seidler
23
QUADRANTS
ARY
Collective
Collective
Individual
Individual
Interior
Interior

Margaret Seidler
SUMM
Exterior
Exterior
Desires,
Desired
Outcomes
individual
behavior to
accomplish these
outcomes...
the culture
which
supports or
rejects these
desires and
actions
Problems,
Systems &
Processes that
help or hurt
24
QUADRANTS
ARY
Collective
Collective
Individual
Individual
Interior
Interior

Margaret Seidler
SUMM
Exterior
Exterior
An integral
leader models consistent with
individual
clear personal
behavior...
commitment...
while
building a
supporting
culture
to create
significant
changes in
larger systems.
25
QUADRANT
S
Interior
Interior
Individual
Individual
How important is this issue to

me? To others?
What must people do to address

the issue?
What do I value most?

What is my desired outcome?
What will I sacrifice to resolve
this issue?
Collective
Collective
Exterior
Exterior
What needs to change in my

behavior? In the behavior of
others?
What organizational values are

involved, and affect this issue?
How will the resolution of this

issue add value?
Does the culture support the

resolution of this issue?
How do our current systems and

processes affect the resolution
of the issue?
Are there aspects of the culture

that resist change?
Margaret Seidler
Are there new systems and

processes that need to be
created?
26
INTEGRAL
LEADERSHI
The Integral Leader

Personally commits to (ongoing) development,
Consciously focuses on Outcomes, not Problems,
Develops trust through intention and capability,

Understands & navigates quadrants, lines & levels:
which demands
must be
personal
supported by
commitment
individual
behavior
and a
Significant
supporting
changes to
culture.
larger
Interior
Individual
Individual
behavior
Larger
systems
systems
Cultural
values
Margaret Seidler
27
AGENDA: Part 2, Polarities
To understand how Polarities are connected to our

values, decisions, innovation, and outcomes
To See, Map and Tap Polarities for competitive

advantage
To see yourself more completely - dont let strengths

become weaknesses

Margaret Seidler
28
Polarities are
Interdependent pairs (values or
activities or outcomes) that need each
other over time.
They are energy systems that we live in,
and which live in us.

Margaret Seidler
Copyright Robert Jacobs. 2013. All rights reserved.
29
Task
Candor
Confidence
Critical Analysis
Control
Structure
Logic
Individual Work
Planning
Swift (Decision Making )

Margaret Seidler
and
and
and
and
and
and
and
and
and
and
Relationship
Tactfulness
Humility
Encouragement
Empowerment
Flexibility
Creativity
Teamwork
Implementation
Mindful
30
Values
come in Pairs!
(los valores existen y aparecen en pares)
And, if we fail to recognize this, what makes us

strong can also make us weak

Margaret Seidler
31
Individual
and Collective
Interior and Exterior

Margaret Seidler
32
To manage dilemmas and paradoxes, you

should recognize
Two alternatives that are interdependent,
meaning you can only focus on one pole for so

long before you are required to focus on the other
pole,
like inhaling and exhaling
You need each (both) over time,

They are Indestructible no matter what,
they exist
Margaret Seidler
33
Positive results from

focusing on Activity
Activity
Negative results from

too much focus on
Activity and no Rest
Margaret Seidler
Positive results from

focusing on Rest
and
Rest
Negative results from

too much focus on
Rest
and no Activity
34
Where polarities exist

Breathing
Personal and leadership preferences
Organizational values, even vision can be
described in polarity terms
Group dynamics
Organization issues
State, national and global policies

Margaret Seidler
35
Honestidad (to be realistic and honest)

Integridad
Transparencia
Respeto por los derechos e intereses de colaboradores
Un ambiente amable y efective (the whole, the entire
organization)
Servicio a nuestros clientes
Relaciones beneficiosas con proveedores
Competencia justa
El mejor interes para la compana y sus clientes
Cumplir las leyes
Confidencialidad

Margaret Seidler
36
Good for the company &
Good for me
Get the job done (fast) &
Take the time to do it right/ correctly
The way you do the work & The outcome of the work
(means v. ends)
Follow the process (law) &
Create a better process

(overturn the law?)
Task focus &
Relationship focus

Margaret Seidler
37
Serve as a wisdom organizer

Provide a container to understand complexity
more concretely
Make visible multiple points of view (strengths
and potential weaknesses)

Margaret Seidler
38
Strength becomes a Weakness without the Both Over Time

Greater Purpose
Because I value
these positive
results
Humility
So I have a blind spot about

these positive results
Confidence
and
Due to my blind spot, I I also fear and want to

end up down here
avoid these negative
getting these negative
results
results
Deeper Fear
Margaret Seidler
39
Both values, Humility and Confidence, are

important.
They are interdependent, often opposites, that

need each other
If you over focus on Humility and neglect

Confidence you will get the negative results of
Humility. The reverse is also true.
To move from the downside of either Value, you

must focus on the interdependent Value.
The oscillation is ongoing..the natural

tension between the two is unavoidable,
unsolvable, indestructible, and can be tapped to
raise performance to a higher level.
Margaret Seidler
40
See It
*
and

Margaret Seidler
41
Map It
Greater Purpose Statement (GPS) *- why balance this polarity?
Values = positive results from focusing

on the left pole
**

on the right pole
and
Fears = negative results from over-focusing

on the left pole to the neglect of the right pole

on the right pole to the neglect of the left pole
Deeper Fear from lack of balance

Margaret Seidler
Polarity Map 1992, 2008 Polarity Management Associates, LLC / * Thanks to John Scherer, The Scherer
Leadership Center / ** Thanks to De Wit & Meyer BV / *** Thanks to Todd Johnson, Rivertown Consultants
42
Mapping Tips
Poles should be neutral or positive.
The diagonal quadrants will be opposites.
Quadrants should be evenly populated.
If the content in the left quadrant is the same

as the content in the right quadrant,
distinguish why the content belongs in each
quadrant.
Your greater purpose: VERY attractive
Your deeper fear: EXTREMELY objectionable

Margaret Seidler
43
Tap It - # 1 Assess Present Realities

Greater Purpose Statement (GPS) *- why balance this polarity?

on the left pole
**

on the right pole
and

on the left pole to the neglect of the right pole

on the right pole to the neglect of the left pole
Deeper Fear from lack of balance

Margaret Seidler
Polarity Map 1992, 2008 Polarity Management Associates, LLC / * Thanks to John Scherer, The Scherer
44
1.
List Action Steps

To help you gain and/or maintain the positive
results for both Values.
2.
Develop Early Warnings

To alert you that your focus may be getting out of
balance.
(NOTE: These are measurable things you can count)

Margaret Seidler
45
Common Greater Purpose
What I
want
Self
What they
Dont want

Margaret Seidler
What they
want
Other
What I
Dont want
46
Problem or Polarity?
Some Lenses
1.
Is the difficulty ongoing, like

breathing?
yes = probably a polarity to manage

no = probably a problem to solve
2.
Are there two alternatives that are

interdependent, meaning you can only
focus on one pole for so long before
you are required to focus on the other
pole, like inhaling and exhaling?
yes = probably a polarity to manage
no = probably a problem to solve

Margaret Seidler
47
Embrace the Past and Innovate

Directive Decision-making and Participative Decisionmaking
Short-term Action and Long-term Planning
My Business Unit and the Company as a Whole
Regional and Corporate
External Focus and Internal Focus
Generate Ideas and Implement Ideas
Individual Work and Teamwork
Results and Process
Cooperate and Assert
Hold Information and Share Information
Task and Relationship
Margaret Seidler
48
Performance Advantage
Continuity
Core Values
Tap past and
present wisdom
New energy
and direction
Creativity
Tap new wisdom
Create
Continuity
Stagnation
Loss of energy
Missed opportunities
Margaret Seidler
Promote
Transformation
and
Lose continuity
Lose core values
Foolish risk
Cant Survive
49
Action Steps
How will we gain or maintain the positive
results from focusing on this left pole? What?
Who? By When? Measures?
A.
B.
C.
Encourage people to be
creative in implementing
projects.
Recognize new ideas
and efforts to try
something different.
Use mistakes as learning
opportunities.
Effective Leader
*
Values = positive results of focus on the

left pole

right pole
**
Flexibility in responding to new Clear direction

challenges
Completion of projects
Innovation and creativity is
Satisfaction and energy from
stimulated
sense of accomplishment
Satisfaction and energy from
new opportunities
Expansive
and
A.
Increase in questions
about direction or
outcomes desired.
B.
Increase in number of
projects.
C.
Decrease in on-time
completions.
Margaret Seidler

results from focusing on this right pole?
What? Who? By When? Measures?
A.
Provide clear, overall

direction for projects.
B.
Define and recognize

good work and address
work not up to standard.
C.
Limit the number of

projects and concentrate
on timely completion.
Focused
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 Steps
Early Warnings
Lack of direction
Projects not completed
Staff overwhelmed with
projects and frustrated with
lack of accomplishment
Fears = negative results of over-focus on the

left pole to the neglect of the right pole
Rigidly in a rut and unable to

respond to new challenges

the downside of this right pole.
Lack of innovation and

creativity
A.
Decrease in new ideas and

new projects.
Staff bored with lack of ideas

or new opportunities
B.
Increase in complaints
about leadership not being
responsive to new ideas.

right pole to the neglect of the left pole
C.
Increase in statements of
concern about making
mistakes.
Ineffective Leader
Polarity Map 1992, 2008 Polarity PartnershipsAssociates, LLC / * Thanks to John Scherer, The Scherer
50
Fortune 100 Co. - USA
Action Steps
*
Synergistic value achieve the company vision.
Action steps to gain or maintain the positive

results from focusing on this left pole.
1.
2.
3.
Higher capital authority level

(increase amount for BU) and
processing speed Bob and Dave
will make recommendation May
14, 2003
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
1.
2.
3.
4.
5.
6.
More clear goals/focus

Brings in cash
Speed/nimble
Easier for employees &
customers to be connected
(more traditional)
High level of control within the
BU
BU initiative and creativity
**
1.
2.
3.
4.
5.
6.
Mary & Ed meet to share

customers and have a common sales
approach
Biz Unit
Early Warnings***
that will let you know that you are getting
into the downside of the left pole.
1.
2.
3.
Synergy/coordination
Greater leverage of
capabilities and broader skill
set
Integrator
New revenue streams
Less capital intensive
Knowledge
generation/sharing
We dont address the duplication of

effort (trend line on SG&A as a
percentage of gross profit)
Platform the approach revenue
goals are not met
Less knowledge sharing (how
measure? Call reports?)
1.
2.
3.
4.
5.
6.
Higher costs/duplication of
effort
Focus is too
narrow/siloed/myopic
Lessened ability to integrate
techs
Less leverage of capabilities
Less competitive advantage
Less knowledge sharing
Action Steps
Action 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)
Company
1.
2.
3.
4.
5.
6.
More overhead
Bureaucratic and slow
Lack of clarity (internally &
externally)
Lack of focus on ingredient
sales
Narrower customer base
Slower to market/slower dev
of new ingredients
Early Warnings
that will let you know that you are getting
into the downside of the Right pole.
1.
2.
3.
4.
Meeting audit (measure of value,

speed of decision making)
BU revenue goals are not met
Shrinking BU customer base
Engagement survey qs that
relate to lack of clarity
Some of the existing BUs will not exist

Margaret Seidler
* 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
51
Use Polarity Management to Achieve More!

Margaret Seidler
52
Putting Polarity Thinking to Work

See It
Map It
Include
Key
Stakeholders
Tap It - #1 Assess
Present Realities
Tap It - # 2 Action
Steps
Tap It - #3 Early
Warnings
Margaret Seidler
Continue Tapping -
53
Polarity Map
Action Steps
results from focusing on this left pole? What?
Who? By When? Measures?
Greater Purpose Statement

(GPS)
*
Why Leverage this Polarity?

left pole
**

right pole
Action Steps
results from focusing on this right pole?
What? Who? By When? Measures?
and
Early Warnings***
Early Warnings

the downside of this left pole.

the downside of this right pole.

left pole to the neglect of the right pole

right pole to the neglect of the left pole
Deeper Fear

Margaret Seidler
Polarity Map 1992, 2008 Polarity PartnershipsAssociates, LLC / * Thanks to John Scherer, The Scherer
54
Decision/ Application time
johannig@nd
4:11 Business Associates
On
the
way
of
wisdom I direct you,
I lead you
on
straight
paths.
When
you
walk
your
step
will
not
be
impeded,
And
should
you
run,
you will not stumble.
Hold
fast
to
instruction,
never
let
it go;
Keep it, for it is your

Integral and Polarity Management

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Copyright:

Formati disponibili

Polarity Management, starting with Integral Leadership:

Better Perspective, Better Solutions

Director, Learning Solutions, 4:11 Business Associates

AGENDA: Part 1, Integral

Polarity Map Copyright PMA 2002;

Copyright 2012. Joe OHannigan. All Rights Reserved. 2

Why an Integral framework, at Notre

Polarity Map Copyright PMA 2002;

Copyright 2012. Joe OHannigan. All Rights Reserved. 3

DEVELOPING THE INTEGRAL

Integral: Whole, full, complete,

Polarity Map Copyright PMA 2002;

Copyright 2010. Melvin Dowdy. All Rights Reserved. 4

DEVELOPING THE INTEGRAL

Polarity Map Copyright PMA 2002;

Copyright 2010. Melvin Dowdy. All Rights Reserved. 5

Polarity Map Copyright PMA 2002;

Copyright 2010. Melvin Dowdy. All Rights Reserved. 6

Polarity Map Copyright PMA 2002;

Copyright 2004 Integral Institute

Polarity Map Copyright PMA 2002;

Copyright 2004 Integral Institute

Polarity Map Copyright PMA 2002;

Adapted from Susanne R. Cook-Greuter

Classic levels of contribution:

Polarity Map Copyright PMA 2002;

Copyright 2010. Melvin Dowdy. All Rights Reserved. 10

Polarity Map Copyright PMA 2002;

Copyright 2010. Melvin Dowdy. All Rights Reserved. 11

Polarity Map Copyright PMA 2002;

Copyright 2004 Integral Institute

Polarity Map Copyright PMA 2002;

Copyright 2004 Integral Institute

What are the limits of my body?

How do I relate to others?

Whats important to me?

What should I do?

What is my relationship to God (or

Polarity Map Copyright PMA 2002;

Copyright 2004 Integral Institute

What would it be like to have a boss with this profile?

Polarity Map Copyright PMA 2002;

Copyright 2004 Integral Institute

with this profile?

Polarity Map Copyright PMA 2002;

Copyright 2004 Integral Institute

1. How would you rate yourself? 2. Where do you need to be?

Polarity Map Copyright PMA 2002;

Copyright 2010. Melvin Dowdy. All Rights Reserved. 17

Polarity Map Copyright PMA 2002;

Your intention determines

Inherent in us (born with the

Must be developed over time;

Capability (your ability to use

Copyright 2004 Integral Institute

Better balance among the lines is the best

Copyright 2004 Integral Institute

Copyright 2010. Melvin Dowdy. All Rights Reserved. 20

Copyright 2004 Integral Institute

Polarity Map Copyright PMA 2002;

Copyright 2010. Melvin Dowdy. All Rights Reserved. 22

Five Forces analysis

Copyright 2010. Melvin Dowdy. All Rights Reserved. 23

Polarity Map Copyright PMA 2002;