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

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

3. 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 at or by phone at

4. 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 ( 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 or by phone at

5. 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

6. 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

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

8. 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”.

9. 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

10. 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

11. 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

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

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

14. 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.

15. 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.

16. 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

17. 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.

18. Additional Resources
Polarity Management: Identifying and Managing Unsolvable Problems Johnson, Barry, HRD Press, 1996
“Unsolvable Problems: Reveal Creative Business Strategies With Polarity Management” Atwater, J. Brian & Pittman, Paul P., APICS Magazine, pp , September/October 2013