Problem Solving VS. Polarity Management: You need to know the difference!

Problem Solving VS. Polarity Management: You need to know the difference!

J. Brian Atwater, PhD, CPIM, Jonah Brian is an assistant Professor of Operations Management at Indiana University Southeast (IUS). Prior to IUS he taught for 14 years at Utah State University. He teaches courses in Systems Thinking and Project Management. Brian is currently a member of the committee that overseas the Basics of Supply Chain Exam for the CPIM certification and has recently agreed to be the co-editor of the APICS Dictionary. In addition to his work with APICS Brian served as an examiner for the Shingo Prize, and has provided consulting services for several businesses including Apple, Carrier Transicold, Schuller/Manville and 3M. He may be reached by email at jbatwate@ius.edu or by phone at 812-941-2058.

Paul Pittman, Ph.D., CFPIM, CSCP, Jonah Paul is a Professor of Operations Management at Indiana University Southeast, where his teaching has earned him numerous teaching honors including the IU distinguished teaching award. Paul has recently agreed to be the co-editor of the APICS Dictionary. Paul’s has served as a member of the APICS E&R Board of Directors, and the Program Chair for CPIM Certification. In addition to his work with APICS Paul is a consulting partner in The LAMP Group (www.thelampgroup.com), where he assists organizations in learning and applying systemic thinking, lean and continuous improvement. He is a frequent invited speaker at professional meetings and has published numerous articles. Paul can be reached at ppittman@ius.edu or by phone at 812-941-2524.

Critical Thinking Tool for SC Leaders Building Information Modeling Causal Loop Diagrams Value Stream Mapping Executive S&OP Evaporating Cloud Diagrams Polarity Mapping Cause & Effect Diagramming Balanced Score Card Current & Future Reality Trees Behavior Over Time Graphs Quality Function Deployment Stock & Flow Maps Collaborative Planning Forecasting & Replenishment

Polarity An interdependence between two ends of a continuum where both ends represent opposites that NEED to exist to ensure the long-term success of an entity. Get Oxygen Clean out Carbon Dioxide Inhale Exhale and Too little Oxygen Too much Carbon Dioxide

Example Polarities Competing & Collaborating Individual & Team Inquiry & Advocacy Control & Freedom Consistency & Flexibility Quality & Cost Internal focus & External responsiveness Reflection & Action Home Life & Work Life

Problems versus Polarity Problems are obstacles, difficulties or challenges with one right answer; or two or more right answers that are independent. Mystery Problems – trying to identify the unknown cause of an undesirable outcome. Different Alternatives – identifying the optimal choice or choices among mutually exclusive (independent) options connected by the word “Or”. Interdependent Pairs (Polarities) are connected by the word “And”.

Polarity Map A tool used to organize and manage the thinking associated with the two pairs of a polarity. Action Steps How will we gain or maintain the positive results from focusing on the left pole? What? Who? By When? Measures? How will we gain or maintain the positive results from focusing on this right pole? What? Who? By When? Measures? Higher Purpose Positive Aspects of Left Pole Positive Aspects of Right Pole Left Pole Right Pole AND Early Warning Signs Measurable indicators (things you can count) that will let you know that you are getting into the downside of the left pole. Measurable indicators (things you can count) that will let you know that you are getting into the downside of the right pole. Negative Aspects of Left Pole Negative Aspects of Right Pole Deeper Fear

How We Typically View a Polarity Positive Aspects of Left Pole Negative Aspects of Right Pole Left Pole Point of View Left Right OR Positive Aspects of Right Pole Right Pole Point of View Left Right OR Negative Aspects of Left Pole AND

Benefits of Polarity Mapping Provides a simple method for viewing a Polarity from a systemic perspective. Helps reduce resistance to change Assists leaders in converting chronic issues into sustainable strengths. Facilitates crucial conversations (Dialogue) for collaboration and “Win/ Win” outcomes. Tool for assuring balance among essential elements of a dynamic system. Effective technique for understanding & managing conflict

Polarities Common to our Profession versus Time Offshoring Cost Efficient Work Budget Onshoring Sustainability Home

Share Your Polarities What are some of the polarities you experience in your position?

Group Exercise: Offshore Supplier/ Onshore Supplier Developing a Polarity Map Part 1 Identify as many positives for Offshoring as we can. Identify as many positives of Onshoring as we can. Identify as many negatives of Offshoring as we can. Identify as many negatives of Onshoring as we can.

Group Exercise: Offshore Supplier/ Onshore Supplier Developing a Polarity Map Part 2 Identify action steps for the two upper quadrants. Identify early warning signs for the lower quadrants.

Using Polarity Maps to Get Unstuck Competitive Advantage 1 3 Continuity Core Values Tap past and present wisdom New energy and direction Creativity Tap new wisdom Stability Change 4 Stagnation Loss of energy Missed opportunities Lose continuity Lose core values Foolish risk 2 Can’t Compete

Top 6 Practices of a Strategic Thinking Leaders Understand there is always more to the story than initially apparent. Consider both the long- and short-term consequences. Recognize that the more you know, the more you don’t know. (Requires humility.) Know that the “obvious” is typically only a symptom of the real problem. Embrace opposing perspectives, recognizing there is value in views which are opposite of your own. Look for the unintended consequences in every action.

Additional Resources Polarity Management: Identifying and Managing Unsolvable Problems Johnson, Barry, HRD Press, 1996 http://supplychain.bob.tv/ “Unsolvable Problems: Reveal Creative Business Strategies With Polarity Management” Atwater, J. Brian & Pittman, Paul P., APICS Magazine, pp. 38-41, September/October 2013 http://thelampgroup.com/ http://www.polaritypartnerships.com/