ABSTRACT
In this chapter, the author describes the central ideas and offer a few case examples to show how the author putting them to use. When the author works with teams or organizations, the author often try to get people interested in these ideas because the process is non-blaming and enables people to feel safe enough to explore the difficult issues and problems they bring to a consultation. The semantic polarity method clearly has a lot of potential for stuck long-standing public sector and human service teams where the patterns of interaction can become overly fixed, perhaps because of the difficult clients they work with or the external organizational uncertainties they constantly face. Again, the author aims to introduce this theme in a way that it could be discussed and team members could experience how they might move back and forth from positions that are uncomfortable to positions less so.
