Playing Dumb

I was not being naïve.

Five years ago, in the article “Stupidity: A Choice,” I wrote that “The lack of reflexivity, justification, and substantive reasoning in varying degrees are indicators that an organization is on the road to stupidity.”

The indicators are “one, members of the organization are not encouraged to question the contradictions between organization’s practices and developments in the market. The capacities to use reason for scrutiny and critique are repressed. Overtime, members exhibit an inability or unwillingness to question these practices.”

“Two, members do not see the need for justifications for their assigned tasks. They are disinclined to engage in dialogue or ask for rationales. Not requiring justification allows practices to be accepted simply because “that’s how things are done here.”

And “three, failure to understand the rationale behind assigned tasks prevents members to make meaningful contribution to the organization. Without realization of its significance, a task is completed merely because it is an assignment.”

Today, this is still true in a lot of organizations.

In The Stupidity Paradox: The Power and Pitfalls of Functional Stupidity at Work, Professor Andre Spicer and co-author Mats Alvesson defined functional stupidity as “an incapacity and/or disinclination on the part of organizational members to exercise critical reflection about what they are doing, why they are doing it, and what the consequences of their activities are beyond the immediate task at hand.”

The authors identified five areas on how stupidity in organizations is induced. 

One, it is induced by a deep faith in leadership. Almost everyone are not content to just being workers or managers. The hype of being a leader feels good. Instead of focusing on getting jobs done, they pour their energies into transforming their followers. However, almost all of them spend days “sitting in meetings, filling inn forms and communicating information.” Truth is, most of their followers (read: subordinates) are not too keen on following. Workers are mostly self-motivated and often knew their jobs better than the leaders (read: boss). Key word: Inspire.

Two, it is induced by the structures in the organization. Meetings in an organizations often results in new policies. This is often intended to protect the interests of an organization. By encouraging members to follow these policies, this sends the signal that one does not have to think too much. More often than not, procedures and templates are introduced but actual change is optional. Key word: Comply.

Three, it is induced by imitation. Management, like anything else, is subject to fashion. An industry leader will adopt a policy or practice. And the rest of the industry will follow, regardless whether they understand it or even agree with its purpose. Key word: Best practice. 

Four, it is induced by branding. Branding is a way to induce people to make decisions based on image and reputation rather than reality. This means hiring a reputable firm to conduct training, being accredited by regulating agency, paying to a member of an industry network. And these should be displayed publicly. Being associated with a top brand is a way to play it safe. One quipped, “Nobody was criticized for hiring McKinsey as consultants.” Key words: A member of…, accredited by… 

And five, it is induced by corporate culture. All organizations and groups have unspoken rules. These can be found in everyday expressions that are adopted by the organization on how things work and are done. Examples are “think positively, don’t resist change, don’t point out problems, offer solutions.” Key words: vision, mission. 

Surprising though, smart people in the organization would go along with the collective stupidity. Yet not very surprising, for playing stupid is often well rewarded. 

Following rules and regulations mindlessly, workers can focus on getting things done. By using leadership buzzwords, even if they are entirely empty and full of bullsh*t, workers would be seen as having potential and would be promoted. Adopting best practices makes the organization appear legit and competent. Branding is easier because it focuses on altering perceptions, rather than addressing the “messier realities” of the organization. Following corporate culture meant employees can be seen as committed members of the organization.

No organization would admit that it is stupid. Yet, it has to be, to a certain degree, stupid. In practice, “no organization could function efficiently if everybody in it thought critically and independently about everything they did.”

It pays to play dumb.

Real Carpio So lectures at the Ramon del Rosario College of Business of De La Salle University. He is an entrepreneur and a management consultant. Comments are welcomed at realwalksonwater@gmail.com. Archives can be accessed at realwalksonwater.wordpress.com. The views expressed above are the author’s and do not necessarily reflect the official position of DLSU, its faculty, and its administrators.