Managing Problems and Change

Transcription

1 APPA Public Power Manager Certificate Managing Problems and Change Margaret Seidler, MPA Polarity Map 0

2 Objectives Understand How and Prepare to Manage Chronic Problems and Change Complexity Seeing The Forest and The Trees Change Convert resistance into a resource for Stability and Change Chronic Issues Convert chronic problems into ongoing opportunities By Learning The value of either/or thinking The value of both/and thinking To distinguish between problems to solve and polarities to manage The steps for managing polarities well over time Polarity Map 1

3 Agenda Managing Unsolvable Problems and change Step 1: Define the Issue Step 2: Include Key Stakeholders Step 3: Build the Polarity Map Step 4: Understand how Polarities Work Step 5: Assess Realities within this Polarity Step 6: Action Steps & Early Warnings Learning Curve Getting unstuck - managing resistance Polarity Map 2

4 Polarity Management in our Lives Some typical uses of PM Change management Conflict resolution egotiation Diversity Emotional Intelligence: intra and inter-personal Leadership or organizational assessment Coaching Team development Polarity Map 3

5 The Value and Power of Either/Or Thinking Positive results from Either/Or Thinking egative results from rejecting Either/Or Thinking Either/Or Thinking is essential for one generation to pass key elements of its culture on to the next generation: 1. Language How do you spell? 2. Mathematics 4+4=? 3. History Who was the conqueror of Mexico? Bernal Diaz del Castillo? Cuauhtemoc? Hernan Cortez? Benito Juarez? 4. Science Why do apples fall down off trees rather than up? 5. Morals According to many cultures and religions murder is: Right Wrong Without Either/Or Thinking, one generation could not pass key elements of its culture to the next generation: 1. Can t learn Language 2. Can t learn Mathematics 3. Have no sense of History 4. Do not understand the basics of how the world works. 5. o moral compass don t know the difference between right and wrong. Two important results from getting the right answer: Success and rewards = A grades etc. When you are right, those who disagree with you are wrong. Polarity Map 4

6 Problem or Polarity? Contrasts Problems to Solve Polarities to Manage They are not ongoing. There is an end point. They are solvable. They are ongoing. There is no end point. They are not solvable. They must be managed together. Independent Alternatives Interdependent Alternatives They can stand alone. There is no need to include an alternative for the solution to work. They cannot stand alone. The alternatives need each other to optimize the situation over time. Often contain mutually exclusive opposites. Always contain mutually inclusive opposites. 1.Should we promote Chris? 2.What should we include in our customer survey? 3.Should we buy the training video? 4.When was the war of 1812? 5.Should we remove one level of management? 1.Tough Love and Gentle Love 2.Individual and Team 3.Cost and Quality 4.Competing and Collaborating 5.Work and Home Polarity Map 5

7 Problem or Polarity? Quiz Definitions: Problems to solve have: 1. One right answer: If I m right, my opposition is wrong. 2. Two or more right answers that are independent: There s more than one way to skin a cat. Polarities to manage have: 1. Two right answers that are interdependent: My opposition and I are not only both right, we are each dependent on the other s truth over time. 4 Lenses (Criteria) for Polarities: es = Polarity o = Problem 1. Is the difficulty ongoing, like breathing? 2. Are the alternatives interdependent? Imagine a polarity map: 3. Are there 2 or more necessary upsides? 4. Will over-focus on one pole undermine the higher purpose? Polarity Map 6

8 Problem or Polarity? Quiz Issue Lens # es o Polarity/Problem? Criteria used? 1. Where do we go for lunch? Sam likes, Wanda s Wonder Bar and Linda likes, The ostalgic oodle We have to get rid of our silo mentality. Let s break down the barriers and become an integrated team How do we get to the top of this mountain? We are becoming an international company. How do we get our people to think globally? Should we merge with Mega-Corp.? It would certainly help our capitalization How do we get union support for our major, company-wide change effort? Our Swedish partners have to talk to everyone before deciding. How can we get them to decide faster? 1 2 Polarity Map 7

9 The Polarity Management Process 6 Steps 1 - Define the Issue 6 - Action Steps and Early Warnings 2 - Include Key Stakeholders Polarity Paradox Dilemma 5 - Assess Realities With This Polarity 3 - Build the Polarity Map 4 - Understand How Polarities Work Polarity Map 8

10 Step 1 - Define the Issue 1. Select a partner 2. Individually: (1 minute) As you consider your role and the most important things you are dealing with today What are the most exciting possibilities? What are the most difficult, chronic problems? 3. Individually: Choose one possibility or one problem to work on: CRITERIA Polarity Map 9

11 3 Criteria for focusing on an issue Is there energy to address the issue (frustration or excitement)? Does the issue seem to be centered around a polarity or does it appear to be a problem to solve? Is the issue ongoing like breathing? Are the alternatives interdependent? Are there two or more necessary upsides? Will over focus on one pole undermine the higher purpose? Can you possibly impact this issue directly or indirectly (e.g., by presenting your idea to others)? Polarity Map 10

12 Step 1 - Define the Issue 1. Select a partner 2. Individually: (1 minute) Consider your role and the most important things you are dealing with today What are your most exciting possibilities? What are your most difficult, chronic problems? 3. Individually: Choose one possibility or one problem to work on: We are or should be moving from: We are or should be moving to: Polarity Map 11

13 Step 2 Include Key Stakeholders Who are the key stakeholders who will be influenced by and/or could influence your plans for your issue? (ame the groups or individuals both internal and external.) As you are working on this issue, keep these stakeholders in mind as you create a rough draft of a Polarity Map and action plans. Polarity Map 12

14 Why? positive results of focusing on Stability Step 3 Build the Polarity Map: Guide to Polarity Map Content Values = positive results of focus on the left pole Greater Purpose Statement (GPS) * - why balance this polarity? ** Values = positive results of focus on the right pole Greater Purpose Statement (GPS) positive results of focusing on Change neutral name of Left Pole Stability and Change neutral name of Right Pole negative results of over-focusing on Stability to the neglect of Change negative results of over-focusing on Change to the neglect of Stability Fears = negative results of over-focus on the left pole to the neglect of the right pole Deeper Fear from lack of balance Fears = negative results of over-focus on the right pole to the neglect of the left pole 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 Deeper Fear Polarity Map 13

15 Action Steps How will we gain or maintain the positive results from focusing on this left pole? What? Who? By When? Measures? Step 3 Build The Polarity Map Greater Purpose Statement (GPS) * - why balance this polarity? Values = positive results of focus on the left pole ** Values = positive results of focus on the right pole Action Steps How will we gain or maintain the positive results from focusing on this right pole? What? Who? By When? Measures? Early Warnings *** Measurable indicators (things you can count) that will let you know that you are getting into the downside of this left pole. and Early Warnings Measurable indicators (things you can count) that will let you know that you are getting into the downside of this right pole. Fears = negative results of over-focus on the left pole to the neglect of the right pole Fears = negative results of over-focus on the right pole to the neglect of the left pole Deeper Fear from lack of balance 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 Polarity Map 14

16 Identifying the Greater Purpose* and Deeper Fear What is the benefit of identifying a greater purpose? Identifies a value shared by those preferring opposites poles a Greater Purpose both sides can agree to. Helps people who favor different poles to have an agreed upon greater purpose that makes it worth the effort to capitalize on their differences to get the upsides of both poles. Example: those preferring stability and those preferring change, might find a common greater purpose in Gain Competitive Advantage which would encourage them to both respect Core Values and seek ew Energy and Direction. What the impact of the deeper fear? The deeper fear is the negative opposite of the Greater Purpose and provides a clear reason to avoid the downsides of each pole. Example: the negative opposite of the greater purpose, Gain Competitive Advantage could be Can t Compete or Go Out of Business. This is the deeper consequence from either downside of the Stability and Change polarity. *Thanks to John Scherer, Center for Work and the Human Spirit, for helping create this dimension of the polarity map. Polarity Map 15

17 MAPPIG TIPS Poles should be neutral or positive. and 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. (e.g., if the poles are candor and diplomacy Candor contributes to good relationships because people trust one another to be honest. Diplomacy contributes to good relationships because people respect how others feel.) our greater purpose should be mutually attractive and unifying. our deeper fear should also be unifying and mutually objectionable. (For example, you might use Exceptional Performance & Results as your greater purpose and Poor Performance & Results as your deeper fear.) Polarity Map 16

18 Step 4 Understand How Polarities Work Well Managed Polarity Continuity Core Values Tap Past & Present Wisdom COMPETITIVE ADVATAGE ew Energy and Direction Creativity Tap ew Wisdom Stability and Change Stagnation Loss of Energy Missed Opportunities Lose Continuity Lose Core Values Foolish Risks CA T COMPETE Overemphasis on Stability Continuity Core Values Tap Past & Present Wisdom COMPETITIVE ADVATAGE ew Energy and Direction Creativity Tap ew Wisdom Overemphasis on Change Continuity Core Values Tap Past & Present Wisdom COMPETITIVE ADVATAGE ew Energy and Direction Creativity Tap ew Wisdom Stability and Change Stability and Change Stagnation Loss of Energy Missed Opportunities Lose Continuity Lose Core Values Foolish Risks Stagnation Loss of Energy Missed Opportunities Lose Continuity Lose Core Values Foolish Risks CA T COMPETE CA T COMPETE Polarity Map 17

19 Step 5 Assess Realities With This Polarity The step of assessment includes a set of questions to understand what are the current realities with this particular polarity for this client: What is our history with this polarity? ou will have been managing this polarity in the past though probably unintentionally. Have there been oscillations between the poles over time? Where are we today? ou can do a quick, rough assessment by doing a trend arrow: The trend arrow is an arrow indicating a self-correction from the downside of one pole to the upside of the other. At this time, is the trend or general push in the organization from the downside of the left pole to the upside of the right or, from the downside of the right pole to the upside of the left? Who is supporting the self-correction to the new pole and who is holding on to the present pole? How will we approach the conversation between the two points of view? In most cases it is useful to listen first to those least able to hear the other side to make it easier for them to hear after they have been heard. Will it be useful to use the getting unstuck process? How would that work in this situation? Will it be helpful to anticipate the learning curve? How might that be articulated in this situation? Polarity Map 18

20 Action Steps How will we gain or maintain the positive results from focusing on this left pole? What? Who? By When? Measures? Step 6 Complete Action Steps and Early Warnings Greater Purpose Statement (GPS) * - why balance this polarity? Values = positive results of focus on the left pole Values = positive results of focus on the right pole How will we gain or maintain the positive results from focusing on each pole? What Action Steps will be taken? Who will be accountable? When? By date or frequency? Measures of improvement? Action Steps How will we gain or maintain the positive results from focusing on this right pole? What? Who? By When? Measures? Early Warnings *** Measurable indicators (things you can count) that will let you know that you are getting into the downside of this left pole. and What will be observable / measurable Early Warning indicators that will let you know you are in the downside of each pole? Who will know? Early Warnings Measurable indicators (things you can count) that will let you know that you are getting into the downside of this right pole. Fears = negative results of over-focus on the left pole to the neglect of the right pole Fears = negative results of over-focus on the right pole to the neglect of the left pole Deeper Fear from lack of balance 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 Polarity Map 19

21 Anticipating the Learning Curve 1. When a shift to another pole represents a relatively new experience, you are likely to get the downside of the new pole before its upside. and 2. Those resisting the move to the relatively new pole are asked to: a. Hold onto the upside of their preferred pole; b. Tolerate, to some degree, the downside of their less preferred pole as part of the learning process. Polarity Map 20

22 Values = positive results of focus on the left pole 1. Identify final answers 2. Enjoy a sense of accomplishment 3. Move on to new opportunities and challenges Polarity Management Map Greater Purpose Statement (GPS) * - why balance this polarity? Competitive Advantage ** Values = positive results of focus on the right pole 1. Save time by identifying and managing difficulties that cannot be solves 2. Accelerate desired change 3. Sustained desired change and avoid pendulum swings Solve Problems and Manage Polarities 1. Waste time by trying to resolve difficulties that cannot be solved 2. Slow down desired change 3. Go back and forth on decisions 1. o final solutions to issues that could be solved 2. o sense of accomplishment 3. Stuck and never ready to move on Fears = negative results of over-focus on the left pole to the neglect of the right pole Can t Compete Deeper Fear from lack of balance Polarity Map 1992, 2008 Polarity Management Associates, LLC * Thanks to John Scherer, The Scherer Leadership Center / ** Thanks to De Wit & Meyer BV Fears = negative results of over-focus on the right pole to the neglect of the left pole Polarity Map 21

23 Getting Unstuck 5 Higher Purpose Values Solutions Past/Present Future Problems Fears, concerns 2 Deeper Fear Polarity Map 22

24 Seidler & Associates, LLC 1260 Winchester Dr. Charleston, SC Phone: Website: Polarity Map 23