Janus Thinking

Having previously dominated diamond supply and exercised near total control over diamond distribution, the diamond industry market leader De Beers now accounts for just 40% of global diamond production and 45% of distribution. In the face of competitive and regulatory pressures, De Beers has recently sought to adapt its role from being the custodian of the industry to acting merely as a major player. However, its retreat from a position of industry dominance is creating tensions within De Beers and among industry participants.

This paper seeks to explain De Beers’ behaviour and the reaction of the industry in terms of paradox management and identifies the requirement for a new form of leadership to replace the previous monopoly situation and guide the diamond industry into a better future.

Mostovicz, I., Kakabadse, N. and Kakabadse, A. (2007), ‘The diamond industry as a virtual organisation: Past success and challenging future’ Strategic Changes, December 16(8), 371-384. http://doi.wiley.com/10.1002/jsc.809

In this paper it is argued that human interpretation is an inherently paradoxical and complex mechanism. Human interpretation is underpinned by values, preferences and contrasts, and assumptions, and surfaced through an idiosyncratic combination of personal choice and logic (Pinker, The blank slate: the modern denial of human nature, 2003). In order to find ways through interpretive diversity, Janusian thinking is a conscious and purposeful mechanism (Rothenberg, Creat Res J 9(2–3):207–231, 1996) that allows each one to think paradoxically. Coping with paradoxes is not only a cognitive challenge in trying to resolve the irresolvable but also an emotional one, as emotion might distort the paradox. Janusian attitudinal mapping allows individuals to face the true paradox and to review the assumptions behind it. Such review may modify or even abolish certain assumptions altogether. However, Janusian attitudinal mapping is an emotional undertaking that should follow the three elements involving social reform for advancing and fostering knowledge: shock, open communication and experimentation, and paradox leadership (Lewis, Acad Manage Rev 25(4):760–786, 2000).

Mostovicz, I., Kakabadse, N. and Kakabadse, A. (2008), ‘Janusian mapping: A mechanism of interpretation’, Systematic Practice and Action Research, published online. http://www.springerlink.com/content/1xj3t0gqj223v52j/, March 4th, 2008, DOI 10,1107/s11213-008-9092-x.