We 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. This slideshare introduces leaders to understanding the difference between problems and polarities. It aims to start the conversation rather than provide the tools and strategies for leading in paradox.

1. Leading in Paradox:
An introduction to polarities
Dr Cheryl Doig

2. Leading in Paradox: An introduction to polarities
We 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.

3. “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.”
3
Sir Paul Callaghan

4. 4

5. 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
5
www.thinkbeyond.co.nz

6. Problems
• independent
• can be solved
• have a definite
end point
• don‟t re-occur
over time
6
www.thinkbeyond.co.nz

7. 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

8. 8
Is the difficulty
ongoing?
Are the two poles interdependent?
http://www.flickr.com/photos/16230215@N08/5300354275/
www.thinkbeyond.co.nz

9. 9www.thinkbeyond.co.nzhttp://www.flickr.com/photos/76172701@N00/2157057475/

10. 10
Polarity
mapping is a
powerful tool
for
helping
leadership to
cope with this
complexity
www.thinkbeyond.co.nz
http://www.flickr.com/photos/50451886@N00/3534516458/

11. 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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www.thinkbeyond.co.nz/contact