Navigating the Waves of Polarization / A Guide for Leaders
I've been thinking a lot about polarization as I work on my upcoming book, Subtle Shifts. Polarization is a powerful phenomenon that isn't only shaping our politics; it is seeping into the very fabric of our society and organizations. In Managing a Polarized Workforce, Julia Minson and Francesca Gino point out that leaders face a significant challenge in managing diverse perspectives in today's increasingly polarized environment.
I couldn't agree more.
But what is polarization, and what can be done about it?
How can one lead others in such an environment?
Minson and Gino suggest that we need to foster productive debate while maintaining collaboration and trust within our teams. They suggest that leaders must foster a culture of tolerance, carefully choose their words, cultivate a receptive mindset, and train others to diffuse fears of disagreement. These are all valuable tactics, but they will not work until we accept that the tendency to think in a polarized manner lives in each of us.
Polarization is subtle when it shows up in our lives. Operating within the confines of a workplace where a paycheck is on the line, many will hide their true beliefs in the spirit of being professional. After all, the age-old advice to avoid discussion around hot-button items like religion or politics is sound advice - particularly when we have work to do, bills to pay, and mouths to feed.
But firmly held beliefs won’t be subdued forever, and polarization rears its ugly head in domains outside religion or politics. Many of the tensions we face at work aren't really about the disagreements we have about the work. They are disagreements we have with the way that others show up. They are disagreements around identity.
Just think about the last time you heard someone say:
I'm an introvert, and he is an extrovert.
I'm all about getting things done; she wants to make people feel good.
He is such an arrogant leader. It's always his way or the highway.
Statements like these - unfortunately uttered in our workplaces - are the only evidence we need to see that polarization is alive and well in our organizations. At its best, it is simply a minor disagreement or a difference in opinion. At its worst it is an attack on another's identity.
Polarization is often painted in a negative light, and it isn't hard to see why. Its effects on our discourse and interactions can be divisive and destructive. However, it's crucial to acknowledge that polarized thinking isn't inherently bad. It can focus our attention, sharpen our arguments, and catalyze action toward social justice. It forces us to confront the diversity of thought and perspective within our society, challenging us to defend our positions and refine them.
Our desire to do away with polarization may be part of the problem.
If we can accept that polarization isn't going away and stop fighting against it, we can change the dynamic. As leaders and influencers, we can effectively turn down the volume on polarized thinking.
How?
The answer lies in my philosophy around Subtle Shifts. It involves exploring the nuanced nature of this complex problem and discovering the elusive elements that fuel it.
What would happen if we took responsibility for our attention, assumptions, and actions and committed to making steady, gradual shifts in how we show up in the world?
What would happen if we accepted others, even when it was difficult?
What would happen if we actively foster an environment of collaboration?
What would happen if we questioned our assumptions before we questioned the assumptions of those around us?
Making subtle shifts is challenging work. It's complex and complicated and demands high self-awareness and empathy. But the potential rewards are worth it.
All the best,
Matt
P.S. Check out this quiz at to gauge how open you are to other perspectives.
Also, read Cracking the Code of Sustained Collaboration by Francesca Gino to learn more about how to foster environments where collaboration thrives.
