[P2P-F] Functional Stupidity

[Dante-Gabryell Monson]

also of interest :

http://www.youtube.com/watch?feature=player_detailpage&v=IDsnCrSfzCQ#t=1916s

and at 34'26 min

http://www.youtube.com/watch?feature=player_detailpage&v=IDsnCrSfzCQ#t=2067s

*capital, violence, and stupidity determining world events...*


On Fri, Feb 15, 2013 at 4:43 PM, Dante-Gabryell Monson <
dante.monson at gmail.com> wrote:

> + french article further below
> note : Orange Meme Information System ?
> Can be replaced by more optimal Turquoise Meme Information Systems ? (
> such as Anoptic <http://p2pfoundation.net/Anoptism> information Systems )
>
>
> http://www.spiraldynamics-integral.nl/uploads/images/headers/Value_systems.jpg
>
> (cf.
> http://onlinelibrary.wiley.com/doi/10.1111/j.1467-6486.2012.01072.x/abstract)
> :
>
> In this paper we question the one-sided thesis that contemporary
> organizations rely on the mobilization of cognitive capacities. We suggest
> that severe restrictions on these capacities in the form of what we call
> functional stupidity are an equally important if under-recognized part of
> organizational life. Functional stupidity refers to an absence of
> reflexivity, a refusal to use intellectual capacities in other than myopic
> ways, and avoidance of justifications. We argue that functional stupidity
> is prevalent in contexts dominated by economy in persuasion which
> emphasizes image and symbolic manipulation. This gives rise to forms of
> stupidity management that repress or marginalize doubt and block
> communicative action. In turn, this structures individuals' internal
> conversations in ways that emphasize positive and coherent narratives and
> marginalize more negative or ambiguous ones. This can have productive
> outcomes such as providing a degree of certainty for individuals and
> organizations. But it can have corrosive consequences such as creating a
> sense of dissonance among individuals and the organization as a whole. The
> positive consequences can give rise to self-reinforcing stupidity. The
> negative consequences can spark dialogue, which may undermine functional
> stupidity.
>
>
>
>
>
>
> Subject: Fwd: La stupidité fonctionnelle - Finance : "fais d'abord,
> réfléchis après" ?
>
> ---------- Forwarded message ----------
> From: Caroline Stiegler
> Date: Fri, Feb 15, 2013 at 9:44 AM
> Subject: La stupidité fonctionnelle
> To: dante.monson at gmail.com
>
>
> Chers adhérents et abonnés,
>
> Nous vous recommandons vivement la lecture de
>
> "La « stupidité fonctionnelle » à l’origine de la crise financière"
>
> article accessible à partir du lien suivant :
>
>
> http://bigbrowser.blog.lemonde.fr/2013/02/14/la-loi-et-lordre-la-stupidite-fonctionnelle-a-lorigine-de-la-crise-financiere/
>
> et qui est introduit ainsi par le quotidien Le Monde : “Selon une étude
> britannique, le monde de la finance serait dicté par l'attitude "fais
> d'abord, réfléchis après"”.
>
> Ce qui est ici nommé functionnal stupidity désigne très précisément ce que
> nous appelons la bêtise systémique (stupidity se traduit très généralement
> en français par bêtise). Voici le résumé en anglais de l’étude publiée par
> le Journal of management studies (cf.
> http://onlinelibrary.wiley.com/doi/10.1111/j.1467-6486.2012.01072.x/abstract)
> :
>
> In this paper we question the one-sided thesis that contemporary
> organizations rely on the mobilization of cognitive capacities. We suggest
> that severe restrictions on these capacities in the form of what we call
> functional stupidity are an equally important if under-recognized part of
> organizational life. Functional stupidity refers to an absence of
> reflexivity, a refusal to use intellectual capacities in other than myopic
> ways, and avoidance of justifications. We argue that functional stupidity
> is prevalent in contexts dominated by economy in persuasion which
> emphasizes image and symbolic manipulation. This gives rise to forms of
> stupidity management that repress or marginalize doubt and block
> communicative action. In turn, this structures individuals' internal
> conversations in ways that emphasize positive and coherent narratives and
> marginalize more negative or ambiguous ones. This can have productive
> outcomes such as providing a degree of certainty for individuals and
> organizations. But it can have corrosive consequences such as creating a
> sense of dissonance among individuals and the organization as a whole. The
> positive consequences can give rise to self-reinforcing stupidity. The
> negative consequences can spark dialogue, which may undermine functional
> stupidity.
>
> Bien cordialement,
> Caroline Stiegler
>
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> --
> pour vous désinscrire de CommAI, la lettre d'information d'Ars
> Industrialis, cliquez sur ce lien :
> <
> http://arsindustrialis.org/dbc/unregister.php?id=931785&mail=dante.monson@gmail.com
> >
>
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>
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