In the world of management, we are trained to think that every challenge has a solution. But what happens when the challenge is an infinite tug-of-war between two values that are both right?
Think of classic tensions like Innovation vs. Tradition, Cost vs. Quality, or Team vs. Individual. Often, these situations are managed as ‘problems to be solved’ by choosing one side. The result? You gain the advantages of one side but quickly fall into the drawbacks of the other, creating a cycle of frustration. Mapping a polarity allows you to see the entire ‘breath’ of an organization or a personal choice. Through the phases of the method (see, map, assess, learn, and leverage), you can:
- Anticipate risks: Recognize warning signs before slipping into the excess of one pole.
- Maximize benefits: Enjoy the advantages of both opposites fluidly.
- Reduce conflicts: Understand that those who advocate for the opposite are not ‘resisting,’ but are protecting a value necessary for the system.
The S.M.A.L.L. Method: The Compass for Opposites
Thanks to Barry Johnson’s studies, we now know that these are not crises, but Polarities. At FUTOUR, we facilitate this shift through the S.M.A.L.L. framework, a participatory process that involves stakeholders to transform conflict into synergy:
- Seeing: The first step is to ‘diagnose’ the polarity. If the challenge has no end but requires constant balance, we stop looking for a solution and start mapping.
- Mapping: In collaborative sessions, we build the map. We identify the advantages of both poles and, above all, the warning signs that indicate when we are slipping towards the disadvantages of an excessive focus.
- Assessing: Through surveys and workshops, we measure the team’s perception: how far are we from our ‘Higher Purpose’?
- Learning: We analyze the data collected. Why are we neglecting one pole? What deep fears are blocking the system?
- Leveraging: Here, strategy becomes action. We define concrete steps to keep the system ‘up’ on the map, enjoying the best of both worlds.
Why involve FUTOUR?
Mapping a polarity from the inside is difficult because each of us tends to ‘cheer’ for one pole. An external eye and expert facilitation help to balance the voices, ensuring that the Higher Purpose is shared and that the defined actions are measurable and sustainable. It seems many organizations prefer to keep fighting the same dilemmas rather than mapping them.
Would it seem unreasonable to you to dedicate an hour to understanding if your current challenge is actually a manageable polarity? Contact us for an exploratory session.”
