This document discusses techniques for managing differences and turning them into creative solutions. It introduces the Pinch Theory, which outlines stages of tension that arise from disrupted shared expectations. It also discusses polarity management principles, such as acknowledging both sides of an issue rather than taking positions. The document provides examples of polarities and suggests managing them by understanding the potential upsides and downsides of each position. Finally, it introduces the Three Worlds model to illustrate how people can interpret the same actions differently based on their own perspectives and histories.

1. Facing the Tiger
A Learnshop on Collaboration
How to Turn Differences into
Creative Change
Dr. John J. Scherer

2. © 2013, Scherer Leadership International
© 2004, John J. Scherer
www.SchererCenter.com
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PINCH
Role Clarity &
Commitment
Stability,
Confidence &
Productivity
Disruption of
Shared
Expectations
Ambiguity,
uneasiness
Anxiety, resentment,
blaming, guilt
CRUNCH
STALEMATE
Facing the Tiger:
The Pinch Theory
Resentful
Termination Premature
Reconciliation
Planned
Reconciliation
termination
after
reconciliation
Reconciliation
Under
Duress
Adapted from 'A Model for Couples: How
Two Can Grow Together' by John J.
Sherwood & John J. Scherer, Journal for
Small Group Behavior, February, 1975.
Gathering Data,
Sharing &
Clarifying
Expectations

3. Polarity Management:
How to Turn Differences of
Opinion into Creative Solutions
and a Stronger Team
From Barry Johnson’s Polarity Management.
Used with permission.

4. © 2013, Scherer Leadership International
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• The human mind is pre-set to choose, to prefer, to
take a position, rather than embrace a more
complex reality: polarity.
• Many unresolved problems are actually polarities
not being managed where BOTH positions are
needed.
• What you think are ‘either/or’ situations may in fact
be ‘both/and’ situations.
• In a polarity, the more you emphasize one position
(pole), the more important the other position (pole)
becomes.
• Rather than being ‘right’ or ‘wrong,’ all polarities
have an up-side and a down-side.
• People who have become ‘positional’ and locked in
on one pole have lost access to the (missing) up-
side of the other (‘enemy’) position.
• Managing polarities requires acknowledging the
down-side of your position and the up-side of the
other pole.
Principles of Polarity Management
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5. © 2013, Scherer Leadership International
‘Position’
A
‘Position’
B
Managing ‘Difference’:
The Default Options
‘Win-Lose’ Approach:
‘I win; you lose. I’m right; you’re wrong.’
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Compromise: ‘Let’s don’t fight. Let’s agree
to disagree.’

6. © 2013, Scherer Leadership International
‘Positive’
Rich
Success
Change
My Way
Build
Winning
Wielding Power
Clear
Result
Faster
Save
Be Safe
Polarity Management
‘Negative’
Poor
Failure
Stability
Your Way
Buy
Losing
Yielding Power
Flexible
Process
More deliberate
Invest
Try Something New
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7. © 2013, Scherer Leadership International
Position
A
Position
B
Polarity Management:
The Problem
Potential
Upsides
Potential
Downsides
Potential
Upsides
Potential
Downsides
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8. © 2013, Scherer Leadership International
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RestActivity
C
Relaxed
Rejuvenated
Boring
Loss of Energy
D
A
Stimulated
Challenged
Tense
Overwhelmed
B
Polarity Management™
Tapping the Infinite Energy System
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9. © 2013, Scherer Leadership International
Position
A
Position
B
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10. The Three Worlds
Bridging the Gap
Dr John J. Scherer
Adapted by John Scherer in 1985 from 'The Interpersonal
Gap' theory by John Wallen, 1960, and from the concept
and experience of 'Percept Language' from John and
Joyce Weir, 1968.

11. © 2013, Scherer Leadership International
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'Husband' 'Wife'
'Late for Dinner Experience'
My Observations

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THEIR World THE World
The Three Worlds
Their
INTENTION
(Come from)
Their
ACTION
MY World
My
INTERPRETATION
(What I 'See')
What the other person thinks,
feels, wants and intends.
What is going on inside them,
heavily influenced by their
history (Somebody Training).
How their Intention gets
translated into ACTION.
What they DO as a result of all
that--which is visible to
anyone nearby. 'Just the facts,'
as Joe Friday would say.
What I 'get' about their action.
Actually what I 'made up' about
it, based on my own history--
since I do not have access
to their intention(s), nor to their
world. I 'see' my own history--

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The Three Worlds
Any
Action
Possible
Intention A
Possible
Intention B
Possible
Intention C
Possible
Intention D
Possible
Intention E
Possible
Intention F
Possible
Intention G
Possible
Interpretation A
Possible
Interpretation B
Possible
Interpretation C
Possible
Interpretation D
Possible
Interpretation E
Possible
Interpretation F
Possible
Interpretation G
THEIR World THE World MY World
What is the likelihood that my interpretation will
match the other person's world of meaning and
intention, given the infinite alternatives?

14. © 2013, Scherer Leadership International
Shifting the D.R.A.M.A.
DESCRIBE the trigger event to the other person.
(Clean, no “spin,” just the facts.)
REVEAL your world of interpretation--and own it as your own.
(“In my world, what I made up about what happened was. . .”)
ASK them what was happening in their world, then listen 110% like an
Anthropologist. (“What was going on in your world?”)
SHOW them you heard what they said.
MAKE a REQUEST that breaks the pattern--and offer your support.
(“Next time. would you be willing to. . .?”)
AGREE to another conversation--with a by when—to speak honestly about
how the agreement is working. Make a new agreement.

15. © 2013, Scherer Leadership International
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What have you seen, heard, or learned that you want to remember and/or put into
practice at work--or at home?
A-Ha! Worksheet
John@SchererCenter.com