<div>also of interest :</div><div><br></div><div><a href="http://www.youtube.com/watch?feature=player_detailpage&v=IDsnCrSfzCQ#t=1916s">http://www.youtube.com/watch?feature=player_detailpage&v=IDsnCrSfzCQ#t=1916s</a></div>
<div><br></div><div>and at 34'26 min</div><div><br></div><div><a href="http://www.youtube.com/watch?feature=player_detailpage&v=IDsnCrSfzCQ#t=2067s">http://www.youtube.com/watch?feature=player_detailpage&v=IDsnCrSfzCQ#t=2067s</a></div>
<div><br></div><div><i>capital, violence, and stupidity determining world events...</i></div><br><br><div class="gmail_quote">On Fri, Feb 15, 2013 at 4:43 PM, Dante-Gabryell Monson <span dir="ltr"><<a href="mailto:dante.monson@gmail.com" target="_blank">dante.monson@gmail.com</a>></span> wrote:<br>
<blockquote class="gmail_quote" style="margin:0 0 0 .8ex;border-left:1px #ccc solid;padding-left:1ex"><div><span style="color:rgb(34,34,34);font-size:12.800000190734863px;font-family:arial,sans-serif">+ french article further below</span></div>
<div><span style="color:rgb(34,34,34);font-size:12.800000190734863px;font-family:arial,sans-serif">note : Orange Meme Information System ?�</span></div>
<div><span style="color:rgb(34,34,34);font-size:12.800000190734863px;font-family:arial,sans-serif">Can be replaced by more optimal Turquoise Meme Information Systems ? ( such as <a href="http://p2pfoundation.net/Anoptism" target="_blank">Anoptic</a>�information Systems )</span></div>
<div><span style="color:rgb(34,34,34);font-size:12.800000190734863px;font-family:arial,sans-serif"><br></span></div><div><a href="http://www.spiraldynamics-integral.nl/uploads/images/headers/Value_systems.jpg" target="_blank">http://www.spiraldynamics-integral.nl/uploads/images/headers/Value_systems.jpg</a></div>
<div><span style="color:rgb(34,34,34);font-size:12.800000190734863px;font-family:arial,sans-serif"><br>
</span></div><div><span style="color:rgb(34,34,34);font-size:12.800000190734863px;font-family:arial,sans-serif">(cf.�</span><a href="http://onlinelibrary.wiley.com/doi/10.1111/j.1467-6486.2012.01072.x/abstract" style="color:rgb(17,85,204);font-size:12.800000190734863px;font-family:arial,sans-serif" target="_blank">http://onlinelibrary.wiley.com/doi/10.1111/j.1467-6486.2012.01072.x/abstract</a><span style="color:rgb(34,34,34);font-size:12.800000190734863px;font-family:arial,sans-serif">) :</span><br style="color:rgb(34,34,34);font-size:12.800000190734863px;font-family:arial,sans-serif">
<br style="color:rgb(34,34,34);font-size:12.800000190734863px;font-family:arial,sans-serif"><span style="color:rgb(34,34,34);font-size:12.800000190734863px;font-family:arial,sans-serif">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</span><br style="color:rgb(34,34,34);font-size:12.800000190734863px;font-family:arial,sans-serif">
<span style="color:rgb(34,34,34);font-size:12.800000190734863px;font-family:arial,sans-serif">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.</span></div>
<div><br></div><div><br></div><div><br></div><br><br><div class="gmail_quote"><br>Subject: Fwd: La stupidit� fonctionnelle - Finance : "fais d'abord, r�fl�chis apr�s" ?<br><br><div class="gmail_quote">---------- Forwarded message ----------<br>
From: <b class="gmail_sendername">Caroline Stiegler</b><br>Date: Fri, Feb 15, 2013 at 9:44 AM<br>
Subject: La stupidit� fonctionnelle<br>To: <a href="mailto:dante.monson@gmail.com" target="_blank">dante.monson@gmail.com</a><br><br><br>Chers adh�rents et abonn�s,<br>
<br>
Nous vous recommandons vivement la lecture de<br>
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"La � stupidit� fonctionnelle � � l�origine de la crise financi�re"<br>
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article accessible � partir du lien suivant :<br>
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<a href="http://bigbrowser.blog.lemonde.fr/2013/02/14/la-loi-et-lordre-la-stupidite-fonctionnelle-a-lorigine-de-la-crise-financiere/" target="_blank">http://bigbrowser.blog.lemonde.fr/2013/02/14/la-loi-et-lordre-la-stupidite-fonctionnelle-a-lorigine-de-la-crise-financiere/</a><br>
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et qui est introduit ainsi par le quotidien Le Monde : �Selon une �tude britannique, le monde de la finance serait dict� par l'attitude "fais d'abord, r�fl�chis apr�s"�.<br>
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Ce qui est ici nomm� functionnal stupidity d�signe tr�s pr�cis�ment ce que nous appelons la b�tise syst�mique (stupidity se traduit tr�s g�n�ralement en fran�ais par b�tise). Voici le r�sum� en anglais de l��tude publi�e par le Journal of management studies (cf. <a href="http://onlinelibrary.wiley.com/doi/10.1111/j.1467-6486.2012.01072.x/abstract" target="_blank">http://onlinelibrary.wiley.com/doi/10.1111/j.1467-6486.2012.01072.x/abstract</a>) :<br>
<br>
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<br>
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.<br>
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Bien cordialement,<br>
Caroline Stiegler<br>
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--<br>
pour vous d�sinscrire de CommAI, la lettre d'information d'Ars Industrialis, cliquez sur ce lien :<br>
<<a href="http://arsindustrialis.org/dbc/unregister.php?id=931785&mail=dante.monson@gmail.com" target="_blank">http://arsindustrialis.org/dbc/unregister.php?id=931785&mail=dante.monson@gmail.com</a>><br>
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