This article describes one of the classic polarities in our industry, the tension between the short term and long term. There are many others, such as the tensi

This article describes one of the classic polarities in our industry, the tension between the short term and long term. There are many others, such as the tension between autonomy and alignment in organisations with lots of teams. The article did not mention polarity management, but it would help it if it did IMHO. The essence of polarity management is that the problems described can never be solved once and for all, because it's not a problem that you can fix, like you can fix, say, the damage to your car after an accident. The short term and long term tension will be ever present, and the key to managing them is to acknowledge that both have positive attributes, but both, when taken too far, have negative ones. The best advice in these kinds of situations is to work out in which direction you may have leaned too far, and lean back the other way. The key is not to dogmatically lean back too far the other way because you've treated it as a problem that can be "fixed". It can only ever be managed, and each fix creates the next imbalance.