Paradox Mindset in Management: Theory and Measurement

Abstract

Purpose: This article presents an overview of the constructive functions of embracing (instead of rejecting) contradictions (otherwise known as a paradox mindset or Janusian thinking). It also demonstrates the positive impact of tension resulting from the cognitive consideration of simultaneous contradictions (as opposed to the traditional conviction that such cognitive dissonance isexperienced as uncomfortable and reduced). Additionally, this article highlights the positive impact of a paradox mindset on augmenting teams’ and institutions’ creativity and performance. It also documents a method of evaluating the propensity for embracing contradictions (i.e., a paradox mindset).Design/methodology/approach: This article documents the construction and validation of an assessment tool, i.e., the Influence of Contradictions Questionnaire (ICQ), for evaluating the level of propensity for a paradox mindset.Findings: In the validation process (n = 120 Anglophonic sample), the ICQ proved to have positive psychometric parameters (discrimination power and reliability).Social implications: The ICQ can be used for scientific purposes, e.g., for comparison between segments of society or for finding possible correlations with other personality traits (e.g., empathy). It could also serve as an evaluation tool for teams’ and individuals’ levels of propensity for conceptual blending—especially when measuring the results of training in this area.Originality/value: This is a novel approach, both in the theoretical review of various manifestations of embracing contradictions, as well as in designing a comprehensive evaluation method.Keywords: contradictions, Janusian thinking, conceptual blending, creativity, embracing contradictions, divergent thinkingPaper type: Research paper