Understanding and Managing Polarities in Facilitation

Much of facilitation is about holding and navigating tension: between structure and flexibility, speed and depth, individual thinking and group dialogue. Facilitators constantly make judgment calls about how to balance competing, yet equally important, forces in real time. These tensions are not signs that something is going wrong—they are examples of polarities.

What Are Polarities?

Polarities go by many names, including paradoxes, chronic tensions, and dilemmas (Polarity Partnerships, n.d.). No matter the label, the underlying concept is the same: A polarity is a pair of opposing forces that are each essential and yet cannot exist at the same time. You cannot choose one and eliminate the other without creating negative consequences.

A classic example is breathing. Inhaling and exhaling are opposing actions, yet both are necessary. You cannot do them simultaneously, nor can you survive by doing only one. Health comes from moving back and forth between them in a dynamic rhythm. This simple biological example provides a useful entry point into more complex polarities we encounter in everyday life, such as freedom and control or short-term and long-term thinking.

Polarities have always existed, but the Polarity Management Model most widely used today was developed by Barry Johnson in the mid-1970s. Johnson (2014) describes polarities as “unsolvable problems” – not because they are impossible to address, but because they cannot be resolved once and for all.

A key point about polarities is that they are not problems to solve, but rather situations to manage (Johnson, 2014). For instance, in the polarity of activity and rest, there is no permanent solution that allows us to maximize the benefits of both simultaneously. Instead, wellness comes from managing the movement between the two; gaining the upsides of each while avoiding the downsides that occur when we overstay in one pole. Doing this well requires awareness, reflection, and sensitivity to context.

Polarities in Facilitation: A Closer Look

When you start looking through a polarity lens, facilitation quickly emerges as a field rich with polarities. In fact, much of a facilitator’s role can be understood as actively managing these ongoing tensions in service of the group and its goals. Skilled facilitation is less about choosing the “right” side and more about sensing when to lean into one pole and when to shift toward the other. Below are just a few examples of polarities that I often see in facilitation accompanied by visual polarity maps.

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Focus on Divergence & Focus on Convergence: This fundamental polarity within the Creative Problem-Solving (CPS) process underscores the importance of balancing idea generation (divergence) with idea selection and refinement (convergence). While participants often lean toward the perceived comfort and closure of convergence, facilitators must ensure ample time and energy are dedicated to exploring a wide range of ideas before narrowing down the options.

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Responsive to Client Concerns & True to the Process: Facilitators often face the challenge of balancing their expertise in a structured process with the need to address client feedback and requests, especially when they differ from the planned approach. This polarity requires careful consideration of both the facilitator’s knowledge of effective techniques and the client’s content expertise. Open communication and a willingness to adapt while staying true to the core principles of the process are crucial.

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Giving Lots of Guidance & Letting Things Flow: The level of guidance provided to participants presents another significant polarity. Excessive instruction can stifle creativity and limit independent exploration, while insufficient guidance can lead to confusion and lack of direction. Skilled facilitators find the sweet spot by providing clear instructions while allowing space for autonomy and emergent discoveries.

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Keeping to Time & Allowing for Conversations: Facilitators are constantly navigating the balance between adhering to the planned agenda and embracing valuable, spontaneous discussions that enhance learning and idea generation. While time management is essential, rigidly sticking to a schedule can stifle insightful conversations and make participants feel rushed. Effectively managing this polarity involves recognizing the potential of unplanned interactions while ensuring the overall goals of the session are met.

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Recognizing and managing polarities can remarkably enhance a facilitator’s effectiveness. While managing polarities can take significant thought and effort; with practice and experience it becomes second nature – just like the polarity of inhaling and exhaling.