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 Polarity Management aims to change conflicts into collaboration by seeking solutions to unavoidable and unsolvable problems with two interdependent opposing solutions or view points. The two opposing views or solutions are ongoing and can be destructive to the group process or managed and turned into a compromise where the best interests of the group and project are all met creating a platform for creativity and collaborative efforts (Johnson, 2009).

Polarities can be traced back to three primary areas of differences: personal, structural, and communication (Blatt, 2009). Examples of personal differences are typically within values, interests, and personality and behavioral styles. Examples of this are Individual verses Team and Candor and Diplomacy. Examples of Structural differences would be how to organize and or implement a process of a project (e.g. rigid or flexible) where as Communication differences could be types of preferred correspondence (e.g. in-person meetings or virtual meetings) and style of communicating information (e.g. authoritative or collective). Barry Johnson in Maurer’s (2002) interview gives a simple definition and example polarity:

Breathing. Inhaling is great, and exhaling is great; however, if you just focus on inhaling, it’s not sustainable. And it has nothing to do with inhaling being bad. It has to do with inhaling being a part of interdependent whole, and it needs its opposite for it to

be viable over time. That’s how you determine if you’ve got a polarity or not. Do the two parts need each other over time? (pg. 215)

The two key factors in knowing if you are dealing with a polarity issue is that the issue at hand is (1) on-going and (2) both factors or ideas are interdependent (Blatt, 2009). If both are present then there is a polarity to manage so the team may move forward effectively with the project. Polarities that go unmanaged may ruin any efforts of a team to make progress while managed polarities offer an opportunity to utilize the best of both lines of opposing mind sets offering the group a collaborative stage from which all team member’s creativity can be tapped (Robbins, 2001).

Polarity dynamics may be mapped out as having a downside and an upside – each view or style having both. When a group focuses on one pole and neglects the other they will always end up on the downside of each as they become locked into the parameters of that side of the pole which in turn locks the team into the downside of the neglected pole since it is not being taken into account (Maurer, 2002). Polarity Management aims to take the best of both worlds and create a result that intertwines the most valuable ideas from each side and implement them into the project.

The Polarity Map

The Polarity Map gives a visual account for a polarity dynamic that a team may be experiencing. The two opposing and interdependent items have both an upside and a downside creating four quadrants where the upper two areas are positive traits and the two lower areas are the negative traits. Each of the two polarity items will have numerous positive and negative traits in each quadrant. These items will change per project and per team as each will differ in areas such as the team members’ personality and project deliverables.

A team currently experiencing a polarity in the “individual and team” polarity dynamic: The figure below indicates the polarity issues currently being experienced among an executive team.

Figure 1. Polarity: Individual and Team

Individual                            Team

       L+                                             R +

(Positive)                              (Positive)

Creativity                             Colloboration                                                    

Uniqueness                         Team Support 

Fewer Meetings                Equality 

Individual initiative     Team Connection

(Negative)                               (Negative)

      L+                                                      R +

Loss of group support      Loss of initiative     
Selfishness                               Numerous Meetings
Loss of equality                    Lack of team agreement

Lack of synergy                    Loss of creativity

            The polarity dynamics the group experienced within the a project are those of Individual and Team efforts. The individual strengths include creativity, uniqueness, need for few meetings, and individual initiative. These characteristics are the positive, upside quadrant of the polarity map for Individuality.  The downsides or negative quadrant for this same characteristic include loss of group support, lack of synergy, selfishness, and loss of equality. Each of the team members have both the positive and negative aspects of this characteristic which creates an imbalance among a team member’s individuality and aim to be part of a cohesive team. 

      The team strengths or upside are collaboration, team support, equality, and team connection. The downside of the team efforts are loss of individual initiative, loss of creativity, unscheduled, added and numerous meetings, and delays due to the lack of team agreement. The team experienced both the positive and negative sides of this characteristic making the team dynamic very difficult and project progress slow. 
    Addressing the team on this polarity issue of individual verses team using Polarity Management will greatly benefit the group as it will help to resolve and manage how the individual members work alone in their respective areas and how they come together to present the work, obtain team agreement, and apply the decision to the project deliverables each week. Learning to utilize each individual’s talents while staying open to the other team member’s ideas and view points is critical to the success of every team process. The team must ensure that equality remains among its members concerning decision making as well as each individual maintaining responsibility to stay on target for each week’s agenda. These two areas are key factors for progression of the group. Each member is responsible for their individual tasks and should bring several recommendations to the table for the team to decide which route is best for the project’s success. Each person should be prepared to respond to the recommendations with knowledge and prior efforts to understand why a recommendation may be the best or may not be the best for the project at hand. Learning to balance the characteristics of each trait or using the best options of one or the other at various times will help to ease some of the discord and help to re-synergize the group letting the great strength of creativity bloom.

RCC

References:

Blatt, D. (2009). From conflict to collaboration. Retrieved July 26, 2009, from http://www.us.manpower.com/webinars/9_19_07_slides.pdf

Johnson, B. (2009). Polarity management: A concept whose time has come. Retrieved July 25, 2009, from http://www.polaritymanagement.com/

Mauer, R. Managing polarities: An interview with Barry Johnson. Gestalt Review, 6(3), 209-219.

Robbins, S. (2001). Organizational behavior (9th ed.). Upper Saddle River, NJ: Prentice-Hall Inc.

            There is no one optimal way to develop a performance management system. Each company will have strategic choices to make concerning the uniqueness of their respective companies. According to Mello (2006, pg. 460) there are five guidelines that every performance management system should follow:

1. Any feedback provided to employers should be specific rather than general
2. Feedback should only provided from credible sources that have ample opportunity and back ground to make an assessment of performance
3. Feedback should be provided as soon as possible after events
4. Performance measures should be based in clear, measureable goals
5. The process should involve a dialogue between the employee and the manager that addresses the most recent period and also plans for the future

   An Example of a strategy of Performance Management is Xero’s Balance Score Card System. The folllowing example is a hospital’s use of the BSC system.

The balance score card method looks at company desired performance, current performance and the discrepancies between the two. The score card provides data that point out the gaps between the desired performance and the current performance of the company. The process began with focus groups to determine the immediate area needs for the use of the score card. This process helped to determine the vital few areas that needed to be refurbished immediately for ultimate company performance.

The resulting Integrated Management Model:

1. Management Leadership  – vision and strategic direction, management for results, behaviors and quality values, fact-based management, communication, and environmental and social responsibility.
2. Human Resource Management – selection and recruitment, people development, empowering work environment, compensation and recognition.
3. Patient Care Process Management – patient care process, management principles, management processes, operational processes, and enabling processes
4. Patient and Community Focus – patient first, patient requirements/expectations, marketing segmentation/coverage, community communications, patient relationships management, and patient inquiry and complaint management
5. Quality tools and information utilization – bench marking and best practices, general quality process and tools, and information management
6. Performance results – patient satisfaction, team motivation/satisfaction, accessibility/responsiveness, productivity/utilization management, financial performance, community health leadership, and environmental leadership.

   Finding an effective management stsyem to over see company performance and areas for further development or restructure is critical to keep the company in good overall business health and to ensure opportunitities to obtain high employee and client satisfaction rates.

   RCC

   Reference:
   Mello, J. (2006). Strategic Human Resource Management (2nd ed.). Westford, MA: Stratford Publishing Services.

            The first stop in strategic recruitment success is predicting the needs of the company and filling the openings with the appropriate people for the appropriate amount of time. Not a simple task. The company needs to forecast the position openings and how long they will need those positions filled to maximize efficiency and keep the budget on target. The two obvious ways to fill a position is with temporary or permanent workers. Both have pros and cons such as cost, unemployment, and benefits paid out. Next, recruiting internally verses externally has an impact on the company. An employee that has tenure will come with a detailed record of performance, skills, and overall fit with the organization. Internal promotions give motivation to the employee being promoted and to the other employees in hopes of a promotion in the future. Additionally, on-boarding, training, cost, and socializing the employee is much cheaper and easier when they have worked with the company for any length of time. The downside of internal promotions is that employees can become competitive, political, disgruntled when passed over, and an organization can benefit greatly from fresh talent and perspective (Mello, 2006).

            Strategic recruiting efforts must be planned to maximize the return on its recruitment investments. The company must be able to project the number of applicants gained from each source to how many are likely to accept an offer. Many methods or sources for recruiting are available such as peer networking, internet postings, newspapers, and job fairs. Internet recruiting has cut down the search time for HR by 75%, but the preferred method of employees seeking work is largely networking.

            Employee selection often includes assessments. These assessments must be reliable and valid such as those found in the scientific community. The results drive business decisions to hire or to not hire and the data obtained must be accurate. The subsequent interviewing process looks at the potential employee’s behaviors in various situations and poses many open ended questions to gain insight in to the incumbent’s abilities, personality, ethics, and fit with the company.

Recruiting is the first step in obtaining an employee that holistically fits the company culture as well as the abillity to fulfill to desired duties of the position being offered. Taking care here will save the company time, money, and gain them a potentially life-long, happy employee.

RCC

Reference:

Mello, J. (2006). Strategic Human Resource Management (2nd ed.). Westford, MA: Stratford Publishing Services.

Ms. Kimberly Ryan

 Virtual Team Effectiveness is much like in-person team effectiveness as it has the same “must have” dynamics of an in-person team; however, there are additional items to watch for concerning the use of technology and professionalism concerning these items.

 1. Trust – team trust is the first and foremost important thing a team must have. For true collaborative work we must trust the team to make the best decisions and to work together to correct them when necessary.

2. Conflict Resolution – resolving conflicts as they arise in the team format is critical as it allows for creativity, building trust, working through problems or concerns professionally, and creating a safe environment for team members to speak openly about the tasks at hand.

3. Commitment – the individual and collective team must be committed to the project at hand. lack in this area spells doom for the project or effort. The leader of the team is charged with creating an atmosphere of focus, creativity, openness, safety, motivation, and excitement concerning the project.

4. Accountability – each person and the team collectively must be held accountable for their decisions and subsequent corrective actions.

5. Attention to the big picture results – often team members get bogged down in their respective areas of expertise and don’t pay attention to the bigger picture or how the decisions they make will impact the other area of the company. The leader is again charged with keeping the big picture alive and in focus for the team. The leader must keep the team on target for their individual responsibilities while ensuring the teams collective efforts are encapsulating the big picture for the company.

6. Meet often and keep deadlines – the team’s access to one another may be one of the most powerful dynamics within a group. This is because everyone has someone to bounce their ideas off of in a safe environment and the team can rely on the information to come as promised. Imagine if your responsibilities relied on the IT department’s results and they did not get the information in on time – this would push back the entire project and cost the company money and valuable resources. Stay on target with time – no exceptions.

7. Access to technology – having the same programs for all team members to communicate, particularily if they are off site, is critical to the team. Using programs like Wiki or MS One Note can also help keep the team on the same page -literally. All changes are documented and the entire team can look at the same document at the same time while making strides in the work. How wonderful is that! Without access to the technology the work becomes daunting and cumbersome to keep up with, especially when there are off site team members.

8. Collaboration and participation - I spoke briefly of collaboration in terms of “how”and some programs to make that effort easier, but with collaboration come openness to other’s input and ensuring that you are participating in the efforts and not just riding o the coat tails of everyone else’s hard work. These two items go hand-in-hand and make the top 3 critical factors (from my perspective) in a successful team. In addition, minding the time differences is crucial – you would not want a team member to have to wake up at 3 AM for a meeting and expect clear and insightful information or feedback (unless they are a night owl!).

9. Clear and achievable goals – the leader of each area should have clear goals set forth by the team and green lighted by the executives of the company in a clear, concise manner with goals that are partitioned out for successful delivery. One piece to this area that is forgotten is that the team leader and the team collectively must speak up when the goals are off in delivery expectation. If the goals presented to the executives are green lighed then they DO expect them to happen in the manner, order, and at the cost that they were presented. The team can collaborate using virtual tools such as MS One Note, Wiki’s,and other’s to ensure that everyone is one the same page.

10. Another distinct difference that a team must mind in virtual teaming efforts is culture. We work in teams in the US presently. Imagine working with other team members from across the globe. You must consider time differences, language, what is considered respectful communication, patience levels must increase for thelearning curve, especially if they are a first time global team member. Understanding the company culture is necessary, however, that same company’s culture in another country  is often quite different and the team must come to that table with the an open mind and great patience.

References:

Bennis, W. (2003).  On becoming a leader. Cambridge, MA: Basic Books.

Howard-Sarin, S. Collaboration: Characteristics of successful teams. Retrieved July 27, 2009, http://www.bnet.com/2422-13950_23-175112.html?tag=content;col1.

Howard-Sarin, S. Collaboration: Tools and technologies. Retrieved July 27, 2009, http://www.bnet.com/2422-13950_23-175112.html?tag=content;col1.

Lencioni, P. (2002). The five dysfunctions of a team: A leadership fable. San Fransisco, CA: Jossey-Bass.

We believe in mission statements both personal and for your business. They help to keep you on track and in scope of what you are trying to accomplish in both your personal life and within your company. The article cited below is a great resource in how to get started.

Summing up your business’s mission helps you focus on the steps you need to take to succeed. Here’s how to create a mission statement that’s uniquely yours.

A mission statement is a key tool that can be as important as your business plan. It captures, in a few succinct sentences, the essence of your business’s goals and the philosophies underlying them. Equally important, the mission statement signals what your business is all about to your customers, employees, suppliers and the community.

The mission statement reflects every facet of your business: the range and nature of the products you offer, pricing, quality, service, marketplace position, growth potential, use of technology, and your relationships with your customers, employees, suppliers, competitors and the community.

“Mission statement help clarify what business you are in, your goals and your objectives,” says Rhonda Abrams, author of The Successful Business Plan: Secrets and Strategies.

Your mission statement should reflect your business’ special niche. However, studying other companies’ statements can fuel your creativity. One sample mission statement Abrams developed:

“AAA Inc. is a spunky, imaginative food products and service company aimed at offering high-quality, moderately priced, occasionally unusual foods using only natural ingredients. We view ourselves as partners with our customers, our employees, our community and our environment. We aim to become a regionally recognized brand name, capitalizing on the sustained interest in Southwestern and Mexican food. Our goal is moderate growth, annual profitability and maintaining our sense of humor.”

Or consider the statement one entrepreneur developed for her consulting business: “ABC Enterprises is a company devoted to developing human potential. Our mission is to help people create innovative solutions and make informed choices to improve their lives. We motivate and encourage others to achieve their own personal and professional fulfillment. Our motto is: Together, we believe that the best in each of us enriches all of us.”

The Write Words
To come up with a statement that encompasses the major elements of your business, start with the right questions. Business plan consultant David Tucker says the most important question is, What business are you in? Since you have already gone through teh steps of creating your niche, answering this question should be easy for you.

Answering the following questions will help you to create a verbal picture of your business’s mission:

• Why are you in business? What do you want for yourself, your family and your customers? Think about the spark that ignited your decision to start a business. What will keep it burning?
• Who are your customers? What can you do for them that will enrich their lives and contribute to their success–now and in the future?
• What image of your business do you want to convey? Customers, suppliers, employees and the public will all have perceptions of your company. How will you create the desired picture?
• What is the nature of your products and services? What factors determine pricing and quality? Consider how these relate to the reasons for your business’s existence. How will all this change over time?
• What level of service do you provide? Most companies believe they offer “the best service available,” but do your customers agree? Don’t be vague; define what makes your service so extraordinary.
• What roles do you and your employees play? Wise captains develop a leadership style that organizes, challenges and recognizes employees.
• What kind of relationships will you maintain with suppliers? Every business is in partnership with its suppliers. When you succeed, so do they.
• How do you differ from your competitors? Many entrepreneurs forget they are pursuing the same dollars as their competitors. What do you do better, cheaper or faster than other competitors? How can you use competitors’ weaknesses to your advantage?
• How will you use technology, capital, processes, products and services to reach your goals? A description of your strategy will keep your energies focused on your goals.
• What underlying philosophies or values guided your responses to the previous questions? Some businesses choose to list these separately. Writing them down clarifies the “why” behind your mission.

Putting It All Together
Like anything with lasting value, crafting a mission statement requires time, thought and planning. However, the effort is well worth it. In fact, most start-up entrepreneurs discover that the process of crafting the mission statement is as beneficial as the final statement itself. Going through the process will help you solidify the reason for what you are doing and clarify the motivations behind your business.

Here are some tips to make your mission statement the best it can be:

• • Involve those connected to your business. Even if you are a sole proprietor, it helps to get at least one other person’s ideas for your mission statement. Other people can help you see strengths, weaknesses and voids you might miss. if you have no partners or investors to include, consider knowledgeable family members and close friends, employees or accountants. Be sure, however, to pick only positive, supportive people who truly want to see you succeed.
  • Set aside several hours–a full day, if possible–to work on your statement. Mission statements are short–typically more than one sentence but rarely exceeding a page. Still, writing one is not a short process. It takes time to come up with language that simultaneously describes an organization’s heart and soul and serves as an inspirational beacon to everyone involved in the business.
  • Plan a date. Set aside time to meet with the people who’ll be helping you. Write a list of topics to discuss or think about. Find a quiet, comfortable place away from phones and interruptions.
  • Be prepared. If you have several people involved, be equipped with refreshments, extra lists of topics, paper and pencils. Because not everyone understand what a mission statement is about, explain its meaning and purpose before you begin.
  • Brainstorm. Consider every idea, no matter how silly it sounds. Stimulate ideas by looking at sample mission statements and thinking about or discussing the questions in teh previous section. If you’re working with a group, use a flip chart to record responses so everyone can see them. Once you’ve finished brainstorming, ask everyone to write individual mission statements for your business. Read the statement, select the best bits and pieces, and fit them together.
  • Use “radiant words.” Once you have the basic idea in writing, polish the language of your mission statement. “Every word counts,” says Abrams. The statement should create dynamic, visual images and inspire action. Use offbeat, colorful verbs and adjectives to spice up your statements. Don’t hesitate to drop in words like “kaleidoscope,” “sizzle,” “cheer,” “outrageous” and “marvel” to add zest. If you want customers to boast about your goods and services, say so–along with the reasons why. Some businesses include a glossary that defines the terms used in the statement.

  Once your mission statement is complete, start spreading the word! You need to convey your mission statement to others inside and outside the business to tell everyone you know where you are going and why. Post it in your office, where you, employees and visitors can see it every day. Print it on company materials, such as brochures and your business plan or even on the back of your business cards.

• Think about the end result. Let your mentor know what advice you want for success. Do you need advice on managing cash flow or a mentor to help keep you energized and motivated? Both are good. Be clear.
• Be prepared. Share a snapshot of your business today. Share goals, so your mentor has a picture of your dream for success. Then, ask questions and listen for great ideas.
• More is better. Develop a network. No one person has all the answers. Not you, your CPA, your mentor. You may want a mentor for business planning and a mentor for finance and cash flow.
• Cash is king. Good cash flow is important especially at start-up and growth stages. Always, be wary of economic slowdowns. A mentor can help you plan a collections policy, make plans for a line of credit and project cash flow based on sales.
• Seek industry expertise. Find a mentor who can address industry specific issues.

By Christine Banning, SCORE VP Marketing & Communications

RCC Response: It is best to have an idea of what it is you need mentoring in prior to seeking services. It is ok if you don’t and the mentor will gladly assist you on where to begin; however, it is easier for the two of you to begin if you have some sort of plan up front or at least know what you do not know and need help with. Newtwork, network, network. You can never have enough contacts and you never know where those contacts may lead or whom you may meet through them. Stay visible, attend networking groups, and stay active in the groups. You may also offer your services to those who you meet, but be wary of “over networking”. You want to connect and build relationships with your contacts not just give an elevator speech every time you come across someone (unless they ask). If you do not have “cash flow” down and understand the importance of it and how each aspect of your business affects it then make sure you are proactive in seeking this information. You must know where you stand at all times in terms of your cash. Create a “Round Table” of experts: legal, accounting, insurance, human resources, consultants, IT, management, and any other expert that you may seek counsel from for your business.

RCC

1. Give employees their freedom. Communicate the goals and let them figure out how to reach those goals. They want control over their working lives.
2. Create an environment that encourages energy and spirit. That leads to happy customers.
3. Strive to help employees feel that when they have accomplished the business’s goals, they have also accomplished their own personal goals.
4. Create a sense of meaningful purpose. Most workers want to feel they’re engaged in something “larger than themselves.”
5. Recognize that leadership means responsibility and stewardship. “Leadership isn’t rank, privileges, titles or money,” says management thinker Peter F. Drucker.

SCORE