Twelve Polarities

We can move through the three stages of decision making using twelve different ways of action thinking. Each way of thinking is called a Polarity. The calculation of the Action Profile® is based on the measurement of the twelve Polarities, during the course of typically up to a 2-hour interview.

It is usually easier for an individual to identify with the Pattern of Polarities that they have because that is the in-built drive to think and take action that is unique to them.

Investigating

Probing

When you probe for information, you gather more and more specific items of data. You make distinctions between pieces of information, giving greater and greater definition to the information by revealing how one piece is different from another.

As a result you are able to make a precise analysis of the situation.

Classifying

When you classify information you make connections between facets of the information. This enables you to see what aspects are similar to each other, and to group items of information together under different headings and classifications.

As a result, the information is put in order so it can be easily understood.

Exploring

Encompassing

When you encompass, you embrace a variety of different vantage points and this enables you to bring possibilities together from a number of different angles. You can contemplate apparently opposing ideas within the same sweep of attention, and so encompass different possibilities within the task.

As a result you can create varied ways of approaching a situation.

Generating

When you generate possibilities, you open up to and scan an increasingly broad view of the surroundings. This means that you can see there are a number of additional ways to approach a situation and so alternative options can be generated. It also means that you can see that the scope for action can be expanded and more is possible than was originally appreciated.

As a result you create a broad base for action.

Determining

Pressuring

When you pressure what is to be done, you stack up all the reasons and feelings in favour, or against, that particular intention. Your sense of purpose increases the strength of your resolve. When events or people oppose, and might detract from your resolve, you can apply even more pressure so as to sustain your case.

As a result you form a strong case for action which will not be dispelled by counter-argument, or influences.

Persisting

When you persist you seem to be able to float above a situation with the strength to gently persist with your intention. When obstacles, thoughts or arguments arise which could undermine your intention, you simply bend with the force, but then spring back again. There is no giving way.

As a result you show resilient purpose.

Evaluating

Prioritising

When you prioritise, you face the situation and get it into proportion, estimating how big or small it is in relation to other issues. You therefore can judge the relative importance of various events and factors, and establish whether there are issues which you should take into consideration and to rank them.

As a result you can say which is the most important and establish realistic priorities.

Comparing

When you are comparing you try to get above a situation. You compare one thing with another in relation to your own priorities. You become clear about how they are relevant. You compare different aspects of the same options, and assess their pros and cons, against the criteria you have established.

As a result you can identify and crystallise your purpose.

Timing

Opportunity Seizing

When you seize and you are timing the pace of the action, you are in a state of alertness, ready to seize opportunities as they pass before you. You notice the opportunity, and speed up events so you can use it.

As a result you are able to take opportunistic action.

Pacing

When you pace the timing of the action, you feel able to stretch time out and slow events down from the faster pace you set. You calmly choose the appropriate moment to act, consciously taking time to allow events to develop of their own accord.

As a result you can programme your interventions flexibly, in tune with the changing pace of events.

Anticipating

Reviewing

When you review you anticipate the progress of action by getting back from what is ahead and you are able to see what steps and stages are needed to attain the goal. You see what stages are needed, what have been accomplished and what are still left to do.

As a result you create step by step action plans, which you keep alive and up to date.

Strategising

When you are Strategising, you anticipate the progress of action by looking ahead and setting the goals. You see the outcome of a particular train of events and the implications of a particular course of action.

As a result you have a forward looking and progressive outlook.

INSIGHT: Upside of Low scores

While it is normal to think that a high score in a certain area is a good thing, in the Action Profile world there are strengths to low scores as well as high scores. The aim is always to make the most of whatever pattern of highs and lows you have. For example here are some upsides of low scores:

Upside of Low Reviewing

Someone low in Reviewing works happily without detailed plans. She/he does not need steps on the process to keep track and so does not keep looking back.  A low reviewer is content to go in the general direction of the goal so is able to take arising difficulties in stride.  

Upside of Low Strategising

The upside of low Strategising is that you can focus on the present. A low strategiser is unlikely to dwell too much on possible future problems and unlikely to worry themselves with troublesome “what ifs …”

Upside of Low Prioritising

Someone low on Prioritising can see all possibilities as equally relevant and important, thus will not sideline or rule ideas out. A low prioritiser is happy to keep a range of issues under review with no need for a definite order of priority before taking action.