[P2P-F] Functional Stupidity

Tue Feb 19 20:50:14 CET 2013

Excellent french article and excellent discussion. We should add that this "stupidity" is very actively promoted by educative systems and media , unfortunately. So, I think it is more necessary than ever to promote emphatic reasoning and discusion . Thanks for reminding me.

________________________________
 De: Dante-Gabryell Monson <dante.monson at gmail.com>
Para: econowmix at googlegroups.com; global-survival at googlegroups.com; p2p-foundation <p2p-foundation at lists.ourproject.org> 
Enviado: Viernes 15 de febrero de 2013 16:43
Asunto: [P2P-F] Functional Stupidity

+ french article further below
note : Orange Meme Information System ? 
Can be replaced by more optimal Turquoise Meme Information Systems ? ( such as Anoptic 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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