Critical Thinking for Supply Chain Leaders - 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. Presentation compiled by Brian Atwater PhD, CPIM, Jonah & Paul Pittman PhD, CFPIM, CSCP, Jonah

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

2. Critical Thinking Tool for SC Leaders
Collaborative Planning Forecasting & Replenishment
Executive S&OP
Polarity Mapping

3. 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.
Too much
Carbon Dioxide
Too little
Oxygen
Clean out
Carbon Dioxide
Get
Oxygen
Inhale Exhaleand

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

5. 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”.

6. Polarity Map
A tool used to organize and manage the thinking associated with the
two pairs of a polarity.
Higher Purpose
Deeper Fear
Right PoleLeft Pole
Positive Aspects
of Left Pole
Negative Aspects
of Left Pole
Negative Aspects
of Right Pole
Positive Aspects
of Right Pole
AND
Action Steps
How will we gain or
maintain the positive
results from focusing on the
left pole? What? Who? By
When? Measures?
Action Steps
How will we gain or
maintain the positive
results from focusing on
this right pole? What?
Who? By When?
Measures?
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.
Early
Warning
Signs
Measurable indicators
(things you can count) that
will let you know that you
are getting into the
downside of the right pole.

7. How We Typically View a Polarity
Positive Aspects
of Left Pole
Negative Aspects
of Right Pole
Left Pole Point of View
Left RightOR
Positive Aspects
of Right Pole
Right Pole Point of View
Left RightOR
Negative Aspects
of Left Pole
AND

8. 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

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

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

11. Group Exercise: Offshore Supplier/
Onshore Supplier
Developing a Polarity Map Part 1
1. Identify as many positives for Offshoring as we can.
2. Identify as many positives of Onshoring as we can.
3. Identify as many negatives of Offshoring as we can.
4. Identify as many negatives of Onshoring as we can.

12. Group Exercise: Offshore Supplier/
Onshore Supplier
Developing a Polarity Map Part 2
1. Identify action steps for the two upper quadrants.
2. Identify early warning signs for the lower
quadrants.

13. Using Polarity Maps to Get Unstuck
Lose continuity
Lose core values
Foolish risk
Continuity
Core Values
Tap past and
present wisdom
Stagnation
Loss of energy
Missed opportunities
New energy
and direction
Creativity
Tap new wisdom
Competitive Advantage
Can’t Compete
1
4
ChangeStability
3
2

14. Top 6 Practices of a Strategic
Thinking Leaders
1. Understand there is always more to the story than initially apparent.
2. Consider both the long- and short-term consequences.
3. Recognize that the more you know, the more you don’t know.
(Requires humility.)
4. Know that the “obvious” is typically only a symptom of the real
problem.
5. Embrace opposing perspectives, recognizing there is value in views
which are opposite of your own.
6. Look for the unintended consequences in every action.

15. Additional Resources
• Polarity Management: Identifying and Managing Unsolvable
Problems Johnson, Barry, HRD Press, 1996
• http://supplychain.bob.tv/
• “Unsolvable Problems: Reveal Creative Business Strategies
With Polarity Management” Atwater, J. Brian & Pittman, Paul
P., APICS Magazine, pp. 38-41, September/October 2013
• http://thelampgroup.com/
• http://www.polaritypartnerships.com/