Managing Polarities

August 13, 2025

This third article in the series Jennifer is writing for TIE is about how to manage polarities and find balance by shifting to curiosity, widening our lens, and making visible what might be invisible.

Excerpt:

I wish I could say that the news since my last article hasn’t given me additional proof that the world is becoming more polarized and uncertain. But the reality continues to show us, worldwide, that we are living in a VUCA time—volatile, uncertain, complex, and ambiguous. This series of articles aims to provide just-in-time, quick-to-apply strategies to help us remain thoughtful, capable, and steady in the midst of these moments. Each piece explores how we, as international school leaders, can model for others what it means to be emotionally self-regulated, mature, and respectful educators, even when the ground beneath us is shifting.

There are moments when we must stand firmly for what is right, safe, and just for our students. These articles are not about standing down in moments of injustice. Rather, they are about fostering understanding of underlying concerns and of each other’s perspectives. In our communications, we must aim to reduce “social friction.” The intellectual and emotional challenges are already big enough. Of course, polarizing times will look different in Africa than they will in South America, different in Asia than they might in the Middle East. Contextual awareness must inform how we use these skills in our schools.

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Jennifer Abrams

About Jennifer Abrams

Jennifer has been recognized as one of "21 Women All K-12 Educators Need to Know" by Education Week's 'Finding Common Ground' blog. She considers herself a "voice coach," helping others learn how to best use their voices – be it collaborating on a team, facilitating a group, coaching a colleague, supervising an employee and being an all around better human being in all types of interactions.

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    Praise for Jennifer

    “Jennifer’s session was not just a workshop, but an invitation to look inward at how we, as adults, show up in our professional roles. She reminded us that hard conversations are not about winning or avoiding conflict, but about cultivating clarity, empathy, and courage.

    One of the most powerful takeaways was this: for dialogue to be truly effective, we must learn to communicate with precision while holding space for humanity. Hard conversations should not shut people down; they should open the door to growth-producing feedback that strengthens trust, relationships, and professional practice. My learning experience with Jennifer was a reminder that our impact as educators is amplified when we are willing to pause, reflect, and engage with one another in ways that foster both accountability and compassion.”

    Farah Darazi, PYP Program Leader
    Advanced Learning Schools, Riyadh, Saudi Arabia