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Journal of Positive Management

Paradox Mindset in Management: Theory and Measurement
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Paradox Mindset in Management: Theory and Measurement

Authors

  • Ryszard Praszkier University of Warsaw, Institute for Social Studies. https://orcid.org/0000-0002-5135-5210
  • Paige Munnik University of Buckingham, School of Psychology, U.K.
  • Agata Zabłocka SWPS University, Warsaw, Poland https://orcid.org/0000-0002-6006-583X

DOI:

https://doi.org/10.12775/JPM.2020.001

Keywords

Contradictions, Janusian thinking, conceptual blending, creativity, embracing contradictions, divergent thinking

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 is
experienced 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 thinking
Paper type: Research paper

Author Biographies

Ryszard Praszkier, University of Warsaw, Institute for Social Studies.

Adjunct at the Institute for Social Studies.

Examples of publications:

Co-author of the book:

Praszkier, R., Nowak, A. (2012). Social Entrepreneurship: Theory and Practice. New York: Cambridge University Press.

Author of the article:

Praszkier, R. (2014). Empathy, Mirror Neurons and SYNC. Mind and Society, doi: 10.1007/s11299-014-0160-x

Author of the chapter:

Praszkier, R. (2012). Social entrepreneurs open closed worlds: the transformative influence of weak ties. In: Nowak A., Bree, D. and Nowak-Winkowska, K (Eds.) Complex Human Dynamics. From Mind to Societies, pp 111-129. New York: Springer.

Paige Munnik, University of Buckingham, School of Psychology, U.K.

Ph.D. student
Journal of Positive Management

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Published

2022-02-03

How to Cite

1.
PRASZKIER, Ryszard, MUNNIK, Paige and ZABŁOCKA, Agata. Paradox Mindset in Management: Theory and Measurement. Journal of Positive Management. Online. 3 February 2022. Vol. 11, no. 1. [Accessed 19 May 2025]. DOI 10.12775/JPM.2020.001.
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Issue

Vol. 11 No. 1 (2020)

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Articles

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