These two columns regarding contradiction need not remain in conflict with one another. There is ample opportunity for coming together in the middle ground between the two columns. A tool called Polarity Management was first introduced by Barry Johnson (1996) as a way to address the many contradictions we face in our individual and collective lives. We turn to the perspectives to be offered by Barry Johnson and his polarity management tool.
As Johnson notes, when confronted with two viable options, we tend to linger briefly on the advantages inherent in one of the options. Then we begin to recognize some of the disadvantages associated with this option. We are pulled to the second option. Yet, as we linger on this second option, we discover that this perspective or practice also has its flaws and disadvantages. We are led back to the first policy—and must again face the disadvantages inherent in this first option. The swing has begun from option one advantage to option one disadvantage to option two advantage to option two disadvantage back to option one advantage. We are whipped back and forth. Anxiety increases regarding the swing and failure to find the “right” answer. The vacillation also increases in both intensity and rapidity. This is what the dynamics of polarization are all about. There is inadequate time and attention given to each option.
Polarity management begins with a reframing of our focus from either/or to Both/And—thus bringing in the Right Column focus on Integration. Both Feldenkrais and Reich can be both unique in their perspective and practices AND aligned in many ways with other existing perspectives and practices. Dorothy can acknowledge that she is both right and wrong in the way she views her world. Her neighbors are both caring and uncaring about her. Both sides reside in the space between Dorothy’s cottage and the outside world with which Dorothy must contend. She can’t live completely in isolation. The “American Spirit” ultimately requires cooperation and interdependence (the space between her two columns).
The next step in Johnson’s polarity management process is to recognize the value inherent in each perspective or practice—thus bringing in the Left Column focus on Appreciation. Dorothy could get into the business of more fully understanding the reasons why her neighbors reacted to her as they did. Rather than immediately jumping to the problems and barriers associated with each option (which drives us to the second option), we spend time in the appreciative column seeking better understanding of the merits associated with each option. Only then do we consider the “downside” of this option—and only then do we turn to the other option (once again noting its strengths and then it’s downside). Only then does Dorothy acknowledge that her neighbors were not always accurate in their assessment of Dorothy’s needs and resulting actions.
With this preliminary analysis completed, we shift our attention to what happens when we try to maximize the benefits of either option at the expense of the other option. We search for the rich insights and productive guidance to be found in each option, rather than seeking some simple resolution of the contradiction. There is an important cautionary note to be introduced at this point. Barry Johnson warns that we must not try to maximize the appeal of any one side. Dorothy must not focus just on being “nice” to her neighbors. She must retain her commitment to independence. Rather than sacrifice one side, we must carefully optimize the degree to which we are inclined toward one side or the other as well as the duration of our stay with consideration and enactment of this side. How serious are we about focusing on this one side and how long are we going to sustain this focus?
