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

4. Productive Range Threshold of learning Limit of tolerance Time Tension of change Human Systems 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

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

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

8. Properties of Adaptive Challenges Wicked 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

12. Walking with the Wind 12

13. Walking the Wind Questions 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 13

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

15. Harvest ideas

16. “From - To” Solution Evidence 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

19. Properties of Adaptive Challenges Wicked 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 20

21. PEOPLE SEE THINGS DIFFERENTLY AND THEY ARE RIGHT 21

22. Properties of Adaptive Challenges Wicked 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 One right answer When you are right, those who disagree are wrong! Both/and More than one right answer When you are right, those who disagree may also be right “Either/or” “Both/and” thinking

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

26. Problem Not ongoing An end point Solvable Independent alternatives Can stand alone No need to include an alternative for the solution to work 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 or Polarity?

27. Effectiveness AND Efficiency Optimal client experience AND Healthy engaged professionals Teamwork AND Individual Contribution Standardization AND Innovation

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

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

33. Face Reality Remain Hopeful AND Corrosive Cynicism

34. Face Reality Remain Hopeful AND Irrelevant Idealism

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

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

37. Polarity Map Optimal focus on stability Continuity Loyalty Security Avoid Foolish Risk 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 Optimal focus on change New energy New perspectives New challenges, skills Willing to take risk Organization/network thrives Organization/network struggles StabilityChange GAP or “the work” AND

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

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

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

41. 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 InnovationOptimization 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 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

42. Polarity Map 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 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 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 Expanded Possibilities for Aging Current State Optimization Innovation GAP or “the work” AND

43. Polarity Map 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 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 Expanded Possibilities for Aging Current State Optimization Innovation GAP or “the work”

44. Polarity Map 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 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 Expanded Possibilities for Aging Current State Optimization Innovation GAP or “the work” AND

45. Polarity Map 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 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 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 Expanded Possibilities for Aging Current State Optimization Innovation GAP or “the work”

46. Polarity Map 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 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 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 Expanded Possibilities for Aging Current State Optimization Innovation GAP or “the work” AND

47. Constant Motion in a Constant Predictable Direction 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 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 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 Expanded Possibilities for Aging Current State Optimization Innovation GAP or “the work” AND

48. Work Avoidance 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 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 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 Expanded Possibilities for Aging Current State Optimization Innovation GAP or “the work” AND

49. Leadership Intervention Adjusting the Tension 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 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 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 Expanded Possibilities for Aging Current State Optimization Innovation GAP or “the work”

50. Leadership Intervention Adjusting the Tension 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 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 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 Expanded Possibilities for Aging Current State Optimization Innovation GAP or “the work”

51. Optimize by Paying Attention Maximize the Upsides of Both Poles

52. Constant Motion in a Constant Predictable Direction 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 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 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 Expanded Possibilities for Aging Current State Optimization Innovation GAP or “the work”

53. Mindless Pull of Gravity 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 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 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 Expanded Possibilities for Aging Current State Optimization Innovation GAP or “the work”

54. Mindful Continual Readjustment 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 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 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 Expanded Possibilities for Aging Current State Optimization Innovation GAP or “the work”

55. “The key to effectively managing polarities is the ability to tap the infinity factor. Once you understand the energy flow you can anticipate the down sides and prevent going there.” Barry Johnson

56. Break

57. Worksheet At your table Choose a polarity from earlier this afternoon What is the work? Fill in the boxes or the poles of polarity you are working Fill in quadrants with your 3 best ideas in each quadrant (Write legibly) - record your thoughts on a map Notice the relationships between the left lower quadrant and right upper quadrant between the right lower quadrant and left upper quadrant We will report out

58. Polarity Map Results of Optimal Focus What does it look like? Results of Over focus on this pole at expense of other? What does it look like? Results of Over focus on this pole at expense of other? What does it look like? Results of Optimal Focus What does it look like? Expanded Possibilities for Aging Current State GAP or“the work” Why Greater purpose statement or the desired state Deeper fear if things stay as they are AND 58

59. With adaptive work, various perspectives are a needed to make progress. Courtesy of Judy Brown

60. Engagement Explanation Expectations Adapted from W. C. Kim and R. Mauborgne, Fair Process: Managing In The Knowledge Economy, HBR, Jan 2003 Fair Process Supports Adaptive Work

61. Engage Others in Fair Process People care about outcomes People also care about process Bottom line: “Outcomes matter, but no more than the fairness of the processes that produce them.”

62. Engagement Be clear and open about who will make the decision Be clear what the givens are Define what is open for input Explain the criteria that will be used to evaluate input

63. Engagement Allow people to refute the merits of one another’s ideas and assumptions Allow for a fair hearing of all points of view Examine the merits of ideas relative to the criteria already communicated Bound the process

64. Explanation Make and explain decision based on the merit of ideas Plan ahead how you will explain the decision process Communicate rationale to those whose input you sought

65. Expectation Once decision is made, explain the rules including: Who will be responsible for what On what standards will people be judged What targets and milestones will be used What the penalties are Are the new rules understood?

66. Expectation Be sure the new rules are understood

67. Fair Process Supports Adaptive Work Disappoints people’s expectations at a a rate they can tolerate Engagement communicates respect Explanation builds trust Expectations creates clarity

68. Fair Process Supports Tension of Both/And We enhance our larger capacity-building work by how we do our smaller, more focused work Engagement Is Both Bounded and Open

69. Fair Process Supports Tension of Both/And We enhance our larger capacity-building work by how we do our smaller, more focused work Explanation Holds Both Beginning and Ending

70. Fair Process Supports Tension of Both/And We enhance our larger capacity-building work by how we do our smaller, more focused work Expectations Defines Accountability of leadership and Accountability of followership.

71. Fair Process Supports Adaptive Work Engagement, Explanation, Expectations Strengthens holding environment Disappoints people’s expectations at a rate they can tolerate Disciplined attention Builds allies

72. Discussion How might you use the Fair Process in your work? How might it help you harness the tension of change? What worries you about using it?

73. “People will forget what you said, people will forget what you did, but people will never forget how you made them feel.” Bonnie Jean Wasmund

74. Identifies key claims or values inherent in leadership dilemmas. Respects both “sides” of the argument Sees the interdependent nature of relationships and establishing commitments that result in lasting change. Provides a means to map the conversation, showing the positive and negative results of imbalances Provides a means of tracking the circumstances and reestablishing equilibrium. Founded on principles of open and active participation, responses that arise from thoughtful consideration and careful listening. Polarity Management - an Exercise of Adaptive Leadership