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Objectivity and the ethical dimension of organisational decision-making

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When making decisions, some people follow a structured process that involves gathering data, identifying options and analysing them to arrive at a decision. Others prefer an approach in which they seek to understand the diversity of perspectives on the issue and then attempt to synthesise a decision based on their understanding. To be sure these are stereotypes and, like all stereotypes, are somewhat exaggerated. Nevertheless, most decision-makers in organisations fall into one of these categories, at least as far as their preferred decision-making mode is concerned.  Of course, people may change from one mode to another, depending on the situation. For example, a person who is predominantly an objective decision maker in his or her professional life  might not be so objective when it comes to making personal decisions.

The differences between the two approaches roughly mirrors the divide between those who believe in an objective reality and those who believe that reality, or at least our perception of it, is a subjective matter.  This is akin to the difference between CP Snow’s Two Cultures: the scientists and the artists.  At the risk of making a gross generalisation, those who have a scientific or technical background tend to fall into the first category whereas those who lean towards the arts or humanities tend to fall into the other. Like all generalisations this one is, again, not strictly correct, but I think it is fair to say that a person’s training does have an influence on what they deem as the right way to make decisions.

The physicist and polymath Heinz von Foerster  summed this up nicely when he noted that the difference between the two types of decision-makers is akin to the differences between discoverers and inventors.  The objective decision-maker (the discoverer) attempts to discover the objectively correct decision based on what he or she believes to be true. On the other hand, the subjective decision-maker (the inventor) constructs or creates the decision based on facts and opinion (or even emotion) rather than facts alone.

The conventional view of decision making in organisations – that decisions should be made on the basis of facts – does not recognize this difference.  To be sure, matters that can be decided based on facts should be made on the basis of facts.  For example, a decision regarding the purchase of equipment can (often) be made based on predetermined criteria.The problem, however, is that most important decisions in organisations do not fall into this category – they have wicked elements that cannot be resolved by facts because the “facts” themselves are ambiguous. Unfortunately, decision-makers often do not understand the difference between the two types of decision problems.  A common symptom of this lack of understanding is that when confronted with a wicked decision problem, many decision-makers feel compelled to clothe their reasoning and choices in a garb of (false) objectivity.

The above is not news to observers and scholars of organisational life – see this post, for example. However, a not-so-well-appreciated dimension to the objective/subjective debate on decision-making is that wicked decision problems invariably have an ethical dimension. I elaborate on this briefly below.

In a paper on ethics and cybernetics, von Foerster noted that the objective approach to decision making is but a means of avoiding responsibility. In his words:

…objectivity requires that the properties of an observer be left out of any descriptions of his (sic) observations. With the essence of observing (namely the processes of cognition) having been removed, the observer is reduced to a copying machine with the notion of responsibility successfully juggled away.

Objectivity…and other devices [such as rules and processes] are all derivations of a choice between a pair of in-principle undecidable questions [See Note 1] which are:

“Am I apart from the universe?”

or

“Am I a part of the universe?”

Although von Foerster may be accused overblown rhetoric in the quote, he raises a critical question that we all ought to ask ourselves when confronted with an undecidable issue:

When making this decision, am I going to avoid involvement (and responsibility) by hiding behind rules or processes, or am I going to take full responsibility for it regardless of the outcome?

An honest answer will reveal that such decisions are invariably made on ethical grounds rather than objective ones. Indeed, the decisions we make in our professional lives tell us more about ourselves than we might be willing to admit.


[Note 1] 

An undecidable question is one that cannot be decided on logical grounds alone – a wicked problem by another name. See my post on wickedness, undecidability and the metaphysics of organizational decision making for more on this point.


Written by K

January 9, 2014 at 9:53 pm

On the decline and resurrection of Taylorism

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Introduction

A couple of years ago  Paul Culmsee and I wrote a post on the cyclical decay and recurrence of certain management concepts. The article describes how ideas and practices bubble up into mainstream management awareness and then fade away after the fad passes…only to recur in a morphed form some years later.

It recently occurred to me that this cycle of decay and recurrence is not restricted to good ideas or practices: ideas that, quite frankly, ought to remain consigned to the dustbin of management can also recur. Moreover, they may even do better the second time around because the conditions are right for them to flourish.  In this post I discuss  how the notion of scientific management, often referred to as Taylorism, after its founder Fredrick Winslow Taylor, has ebbed and flowed in the century or so since it was first proposed.

Taylorism and its  alleged demise

The essence of Taylorism  is summarised nicely in this quote from Taylor’s monograph, The Principles of Scientific Management:

This paper has been written…to prove that the best management is a true science, resting upon clearly defined laws, rules and principles, as a foundation. And further to show that the fundamental principles of scientific management  are applicable to all human activities, from our simplest individual activities to the work of great corporations, which call for the most elaborate cooperation. And briefly, through a series of illustrations, to convince the reader that whenever these principles are correctly applied, results must follow which are truly astounding…

According to standard storyline of management, Taylorism had its heyday in the first few decades of the 20th century and faded away after the notion of the worker as an individual emerged in 1920s.  In his wonderful paper, Understanding Taylorism, Craig Littler summarises this mainstream view as follows:

From 1900-20 Taylorism provided the dominant ideas about the worker and worker motivation. But money was not enough and  ‘a great new ideas was taking root. The view of the worker as an individual personality emerged strongly around 1920 to command the stage.’ From 1920-1940 the worker was seen as a psychological complex, but then ‘Psychological Man’ (sic) faltered and sociology entered industry: Man (sic) had neighbours!

In short, the official story is that Taylorism was declared dead, if not quite interred, some ninety years ago.

But as we shall see, its ghost still haunts the hallways of the modern, knowledge-based corporation…

The ghost of Taylorism

The standard storyline views Taylorism as a management ideology – a set of ideas that guide management practice.  However, as Littler tells us, it is more instructive to see it primarily as a means of organizing work, in other words as a management practice. As Littler tells us,

If we look at Taylorism as a form of work organization then we can proceed to analyse it in terms of three general categories: the division of labour, the structure of control over task performance, and the implicit employment relationship.

To elaborate: Taylorism emphasised a scientific approach to enhancing worker productivity through things such as time and motion studies. In practice this lead to a  rigid fragmentation and division of labour coupled with time/effort measurements that enabled top-down planning. Although these efforts were focused on increasing production by improving worker efficiency, they also had the effect of centralising control over task performance and skewing the  terms of employment in management’s favour.

…and its new avatar

Even from this brief summary one can see how Taylorism sneaks into the modern workplace. As Martha Crowley and her co-workers state in the abstract to this paper:

The last quarter of the twentieth century has seen an erosion of job security in both manual and professional occupation…employee involvement schemes in manual production and the growth of temporary employment, outsourcing and project-based teams in the professions have influenced working conditions in both settings…these practices represent not a departure from scientific management, as is often presumed, but rather the adoption of Taylorist principles that were not fully manifested in the era of mass production.

Indeed, there is a term, Neo-Taylorism, that describes this newly resurrected avatar of this old ideology.

The resurrection of Taylorism is in no small part due to advances in technology. This is indeed an irony because the very technology that gives us “cognitive surplus” (if one believes what some folks tell us) and enables us to inform the world  about “what we are doing right now” also makes it possible for us to be monitored at the workplace in real time.  A stark manifestation of this the call centre  – which Phil Tailor and  Peter Bain refer to  as an electronic panopticon and, in a later paper an assembly line in the head.

Of course, one does not need to work in a call centre to see Neo-Taylorism at work;  the central ideas of scientific management permeate many modern workplaces.    The standard HR cycle of goal-setting, review and performance evaluation, familiar to most folks who work in organisation-land,  is but a means of evaluating and/or ranking employees with a view to determining an appropriate reward or punishment. This often does more harm than good as is highlighted in David Auerbach’s critique of Microsoft’s stack ranking process: there is nothing more effective than the threat of termination to ensure a compliant workforce…but engendering team spirit and high performance is another matter altogether.

Concluding remarks

To conclude: the resurrection of Taylorism is no surprise. For  although it may have become an unfashionable ideology in the latter part of the first half of the 20th century, its practices and, in particular, the forms of work organisation embodied in it live on.  This is true not just in industry but also in the academic world. Indeed, some of the research done in industrial engineering departments the world over serves to burnish and propagate Taylor’s legacy. Taylorism as an ideology may be dead, but as a management practice it lives on and flourishes.

Acknowledgement

Thanks to  Greg Lloyd for his pointer to David Auerbach’s critique of Microsoft’s stack ranking process.

Written by K

August 28, 2013 at 8:44 pm

Towards a critical practice of management – a book review

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Introduction

Management, as it is practiced, is largely about “getting things done.”  Consequently management education and research tends to focus on improving the means by which specified ends are achieved. The ends themselves are not questioned as rigorously as they ought to be. The truth of this is reflected in the high profile corporate scandals that have come to light over the last decade or so, not to mention the global financial crisis.

Today, more than ever, there is a need for a new kind of management practice, one in which managers critically reflect on the goals they  pursue and the means by which they aim to achieve them.  In their book entitled,  Making Sense of Management: A Critical Introduction,  management academics Mats Alvesson and Hugh Willmott describe what such an approach to management entails.  This post is a summary of the central ideas described in the book.

Critical theory and its relevance to management

The body of work that Alvesson and Willmott draw from is Critical Theory, a discipline that is based on the belief that knowledge ought to be based on dialectical reasoning – i.e. reasoning through dialogue – rather than scientific rationality alone. The main reason for this being that science (as it is commonly practiced) is value free and is therefore incapable of addressing problems that have a social or ethical dimension.  This idea is not new,  even scientists such as Einstein have commented on the limits of scientific reasoning.

Although Critical Theory has its roots in the Renaissance and Enlightenment,  its modern avatar is largely due to a group of German social philosophers who were associated with the Frankfurt-based Institute of Social Research which was established in the 1920s.   Among other things, these philosophers argued that knowledge in the social sciences  (such as management) can never be truly value-free or objective.  Our knowledge of social matters is invariably coloured by our background, culture, education and sensibilities. This ought to be obvious, but it isn’t:  economists continue to proclaim objective truths about the right way to deal with economic issues, and management gurus remain ready to show us the one true path to management excellence.

The present day standard bearer of the Frankfurt School is the German social philosopher, Juergen Habermas  who is best known for his theory of communicative rationality – the idea that open dialogue, free from any constraints is the most rational way to decide on matters of importance.  For a super-quick introduction to the basic ideas  of communicative rationality and its relevance in organisational settings, see my post entitled, More than just talk: rational dialogue in project environments. For a more detailed (and dare I say, entertaining) introduction to communicative rationality with examples drawn from The Borg and much more, have a look at Chapter 7 of my book, The Heretic’s Guide to Best Practices, co-written with Paul Culmsee.

The demise of command and control?

Many professional managers see their jobs in purely technical terms,  involving things such as administration, planning, monitoring etc.  They tend to overlook the fact that these technical functions are carried out within a  particular social and cultural context.  More to the point,  and this is crucial, managers work under constraints of power and domination: they are not free to do what they think is right but have to do whatever their bosses order them to,  and, so  in turn behave with their subordinates in exactly the same way.

As Alvesson and Willmott put it:

Managers are intermediaries between those who hire them and those whom they manage. Managers are employed to coordinate, motivate, appease and control the productive efforts of others. These ‘others’ do not necessarily share managerial agendas…

Despite the talk of autonomy and empowerment, modern day management is still very much about  control.  However, modern day employees are unlikely to accept a command and control approach to being managed, so organisations have taken recourse to subtler means of achieving the same result. For example, organisational culture initiatives aimed at getting employees to “internalise”the values of the organisation are attempts to “control sans command.”

The point is,  despite the softening of  the rhetoric  of management its principal focus remains much the same as it was in the days of Taylor and Ford.

A critical look at the status quo

A good place to start with a critical view of management is in the area of decision-making. Certain decisions,  particularly those made at executive levels,  can have a long term impact on an organisation and its employees. Business schools and decision theory texts tells us that decision-making is  a rational process. Unfortunately, reality belies that claim: decisions in organisations are more  often made on the basis of politics  and ideology rather than objective criteria.  This being the case, it is important that decisions be subject to critical scrutiny.  Indeed it is possible that many of the crises of the last decade could have been avoided if the decisions that lead to them had been subjected a to critical review.

Many of the initiatives that are launched in organisation-land have their origins in  executive-level decisions that are made on flimsy grounds  such as “best practice”  recommendations  from Big 4 consulting companies. Mid-level managers  who are required to see these through to completion are then faced with the problem of justifying these initiatives to the rank and file. Change management in modern organisation-land is largely about justifying the unjustifiable or defending the indefensible.

The critique, however, goes beyond just the practice of management.  For example, Alvesson and Willmott also draw attention to things such as the objectives of the organisation. They point out that short-sighted objectives such as “maximising shareholder value” is what lead to the downfall of companies such as Enron.  Moreover, they also remind us of an issue that is becoming increasingly important in today’s world: that natural resources are not unlimited and should be exploited in a judicious, sustainable manner.

As interesting and important as these “big picture” issues are, in the remainder of this post I’ll focus attention on management practices that impact mid and lower level employees.

A critical look at management specialisations

Alvesson and Willmott analyse organisational functions such as Human Resource Management (HRM), Marketing and Information Systems (IS) from a critical perspective. It would take far too many pages to do justice to their discussion so I’ll just present a brief summary of two areas: HR and IS.

The rhetoric of HRM in organisations stands in stark contradiction to its actions. Despite platitudinous sloganeering about empowerment etc., the actions of most HR departments are aimed at getting people to act and behave in organisationally acceptable ways.  Seen in a critical light, seemingly benign HR initiatives such as organizational culture events or self-management initiatives are exposed as being but subtle means of managerial control over employees.  (see this paper for an example of the former and this one for an example of the latter).

Since the practice of IS focuses largely on technology,  much of the IS  research and practice tends to focus on technology trends and “best practices.” As might be expected, the focus is on “fad of the month” and thus turns stale rather quickly. As examples: the 1990s saw an explosion of papers and projects in business process re-engineering; the flavour of the decade in the 2000s was service-oriented architecture; more recently, we’ve seen a great deal of hot air about the cloud.  Underlying a lot of technology related decision-making is the tacit assumption that choices pertaining to technology are  value-free and can be decided on the basis of  technical and financial criteria alone.  The profession as a whole tends to take an overly scientific/rational approach to design and  implementation, often ignoring issues such as power and politics.  It can be argued that many failures of large-scale IS projects are due to the hyper-rational approach taken by many practitioners.

In a similar vein, most management specialisations can benefit from the insights that come from taking a critical perspective.  Alvesson and Willmott discuss marketing, accounting and other functions. However,  since my main interest is in solutions rather than listing the (rather well-known) problems,  I’ll leave it here, directing the interested reader to the book for more.

Towards an enlightened practice of management

In the modern workplace it is common for employees to feel disconnected from their work, at least from time to time if not always. In a prior post, I discussed how this sense of alienation is a consequence of our work and personal lives being played out in two distinct spheres – the system and the lifeworld. In brief, the system refers to the professional and administrative sphere in which we work and/or  interact with institutional authority and the lifeworld is is the everyday world that we share with others. Actions in the lifeworld are based on a shared understanding of the issue at hand whereas those in the system are not.

From the critical analysis of management specialisations presented in the book, it is evident that the profession, being mired in a paradigm consisting of prescriptive, top-down practices, serves to perpetuate the system by encroaching on the lifeworld values of employees. There are those who will say that this is exactly how it should be. However, as Alvesson and Wilmott have stated in their book, this kind of thinking is perverse because it is ultimately self-defeating:

The devaluation of lifeworld properties is perverse because …At the very least, the system depends upon human beings who are capable of communicating effectively and who are not manipulated and demoralized to the point of being incapable of cooperation and productivity.

Alvesson and Willmott use the term emancipation, to describe any process whereby employees are freed from shackles of system-oriented thinking even if only  partially  (Note: here I’m using the term system in the sense defined above – not to be confused with systems thinking, which is another beast altogether). Acknowledging that it is impossible to do this at the level of an entire organisation or even a department, they coin the term micro-emancipation to describe any process whereby sub-groups of organisations are empowered to think through issues  and devise appropriate  actions by themselves, free (to the extent possible) from management constraints or directives.

Although this might sound much too idealistic to some readers, be assured that it is eminently possible to implement micro-emancipatory  practices in real world organisations. See this paper  for one possible framework that can be used within a multi-organisation project along with a detailed case study that shows how the framework can be applied in a complex project environment.

Alvesson and Willmott warn that emancipatory practices are not without costs, both for employers and employees. For example, employees who have gained autonomy may end up being less productive which will in turn affect their job security.  In my opinion, view, this issue can be addressed through an incrementalist approach wherein both employers and employees work together to come up with micro-emancipatory projects at the grassroots level, as in the case study described in the paper mentioned in the previous paragraph.

…and so to conclude

Despite the rhetoric of autonomy and empowerment, much of present-day management is stuck in a Taylorist/Fordist paradigm. In modern day organisations command and control may not be obvious, but they often sneak in through the backdoor in not-so-obvious ways. For example, employees almost always know that certain things are simply “out of bounds” for discussion and of the consequences of breaching those unstated boundaries can be severe.

In its purest avatar, a critical approach to management seeks to remove those boundaries altogether.  This is unrealistic because nothing will ever get done in an organisation in which everything is open for discussion; as is the case in all social systems, compromise is necessary. The concept of micro-emancipation offers just this. To be sure, one has to go beyond the rhetoric of empowerment to actually creating an environment that enables people to speak their minds and debate issues openly.   Though it is impossible to do this at the level of an entire organisation, it is definitely possible to achieve it (albeit approximately)  in small workgroups.

To conclude: the book is worth a read, not just by management researchers but also by practicing managers.  Unfortunately  the overly-academic style  may be a turn off for practitioners, the very people who need to read it the most.

Written by K

July 18, 2013 at 12:17 am

A stupidity-based theory of organisations – a paper review

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Introduction

The platitude “our people are  our most important asset”  reflects a belief that the survival and evolution of organisations depends  on the intellectual and cognitive capacities of the individuals who comprise them.   However,  in view of the many well documented examples of actions that demonstrate a lack of  foresight and/or general callousness about the fate of organisations or those who work in them,  one has to wonder if such a belief is justified, or even if it is really  believed by those who spout such platitudes.

Indeed,  cases such as Enron or Worldcom  (to mention just two) seem to suggest that stupidity may be fairly prevalent in present day organisations. This point is the subject of a brilliant paper by Andre Spicer and Mats Alvesson entitled, A stupidity based theory of organisations.  This post is an extensive summary and review of the paper.

Background

The notion that the success of an organization depends on the intellectual and rational capabilities of its people seems almost obvious. Moreover, there is a good deal of empirical research that seems to support this. In the opening section of their paper, Alvesson and Spicer cite many studies which appear to establish that developing the knowledge (of employees) or hiring smart people  is the key to success in an ever-changing, competitive environment.

These claims are mirrored in theoretical work on organizations. For example Nonaka and Takeuchi’s model of knowledge conversion acknowledges the importance of tacit knowledge held by employees. Although there is still much debate about tacit/explicit knowledge divide, models such as these serve to perpetuate the belief that knowledge (in one form or another) is central to organisational success.

There is also a broad consensus that decision making in organizations, though subject to bounded rationality and related cognitive biases,  is by and large a rational process. Even if a decision is not wholly rational, there is usually an attempt to depict it as being so. Such behaviour attests to the importance attached to rational thinking in organization-land.

At the other end of the spectrum there are decisions that can only be described as being, well… stupid. As Rick Chapman discusses in his entertaining book, In Search of Stupidity, organizations occasionally make decisions that are  plain dumb However, such behaviour seldom remains hidden because of its rather obvious negative consequences for the organisation.  Such stories thus end up being  immortalized in business school curricula as canonical examples of what not to do.

Functional stupidity

Notwithstanding the above remarks on  obvious stupidity, there is another category of foolishness that is perhaps more pervasive but remains unnoticed and unremarked. Alvesson and Spicer use the term functional stupidity to refer to such  “organizationally supported lack of reflexivity, substantive reasoning, and justitication.”

In their words, functional stupidity amounts to the “…refusal to use intellectual resources outside a narrow and ‘safe’ terrain.”   It is reflected in a blinkered approach to organisational problems, wherein people display  an unwillingness  to consider or think about solutions that lie outside an arbitrary boundary.  A common example of this is when certain topics are explicitly or tacitly deemed as being “out of bounds” for discussion. Many “business as usual” scenarios are riddled with functional stupidity, which is precisely why it’s often so hard to detect.

As per the definition offered above, there are three cognitive elements to functional stupidity:

  1. Lack of reflexivity: this refers to the inability or unwillingness to question claims and commonly accepted wisdom.
  2. Lack of substantive reasoning: This refers to  reasoning that is based on a small set of concerns that do not span the whole issue. A common example of this sort of myopia is when organisations focus their efforts on achieving certain objectives with little or no questioning of the objectives themselves.
  3. Lack of justification: This happens when  employees do not question managers or, on the other hand, do not provide explanations regarding their  own actions. Often this is a consequence of power relationships in organisations. This may, for example, dissuade employees from “sticking their necks out” by asking questions that managers might deem out of bounds.

It should be noted that functional stupidity has little to do with limitations of human cognitive capacities. Nor does it have anything to do with ignorance, carelessness or lack of thought. The former can be  rectified through education and/or the hiring of consultants with the requisite knowledge,  and the latter via the use of standardised procedures and checklists.

It is also important to  note that  functional stupidity is not necessarily a bad thing. For example, by placing certain topics out of bounds, organisations can avoid discussions about potentially controversial topics and can thus keep conflict and uncertainty at bay.  This maintains  harmony, no doubt, but it also strengthens the existing organisational order which  in turn serves to reinforce functional stupidity.

Of course, functional stupidity also has negative consequences, the chief one being that it prevents organisations from finding solutions to issues that involve topics that have been arbitrarily deemed as being out of bounds.

Examples of functional stupidity

There are many examples of functional stupidity in recent history, a couple being the irrational exuberance in the wake of the internet boom of the 1990s, and the lack of  critical examination of the complex mathematical models that lead to the financial crisis of last decade.

However, one does not have to look much beyond one’s own work environment to find examples of functional stupidity.  Many of these come under the category of  “business as usual”  or “that’s just the way things are done around here” – phrases that are used to label practices that are ritually applied without much thought or reflection.  Such practices often remain unremarked because it is not so easy to link them to negative outcomes.  Indeed, the authors point out that “most managerial practices are adopted on the basis of faulty reasoning, accepted wisdom and complete lack of evidence.”

The authors cite the example of companies adopting HR practices that are actually detrimental to employee and organisational wellbeing.  Another common example  is when organisations place a high value on gathering information which is then not used in a meaningful way.    I have discussed this “information perversity” at length in my post on entitled, The unspoken life of information in organisations, so I won’t  rehash it here.  Alvesson and Spicer point out that information perversity is a consequence of the high cultural value placed on information: it is seen as a prerequisite to “proper” decision making. However,  in reality it is often used to justify questionable decisions or simply “hide behind the facts.”

These examples suggest that functional stupidity may be the norm rather than the exception. This is a scary thought…but I suspect it may not be surprising to many readers.

The dynamics of stupidity

Alvesson and Spicer claim that functional stupidity is a common feature in organisations. To understand why it is so pervasive, one has to look into the dynamics of stupidity – how it is established and the factors that influence it.  They suggest that the root cause lies in the fact that organisations attempt to short-circuit critical thinking through what they call economies of persuasion, which are activities such as corporate culture initiatives, leadership training or team / identity building, relabelling positions with pretentious titles – and many other such activities that are aimed at influencing employees  through the use of symbols and images rather than substance. Such symbolic manipulation, as the authors calls it, is aimed at increasing employees’ sense of commitment to the organisation.

As they put it:

Organizational contexts dominated by widespread attempts at symbolic manipulation typically involve managers seeking to shape and mould the ‘mind-sets’ of employees . A core aspect of this involves seeking to create some degree of good faith and conformity and to limit critical thinking

Although such efforts are not always successful, many employees do buy in to them and thereby identify with the organisation. This makes employees uncritical of the organisation’s  goals and the means by which these will be achieved. In other words, it sets the scene for functional stupidity to take root and flourish.

Stupidity management and stupidity self-management

The authors use the term stupidity management to describe managerial actions that prevent or discourage organisational actors (employees and other stakeholders) from thinking for themselves.   Some of the ways in which this is done include the reinforcement of positive images of the organisation, getting employees to identify with the organisation’s vision and myriad other organisational culture initiatives aimed at burnishing the image of the corporation. These initiatives are often backed by organisational structures (such as hierarchies and reward systems) that discourage employees from raising and exploring potentially disruptive issues.

The monitoring and sanctioning of activities that might disrupt the positive image of the organisation can be overt (in the form of warnings, say). More often, though, it is subtle. For example, in many meetings, participants participants know that certain issues cannot be raised. At other times, discussion and debate may be short circuited by exhortations to “stop thinking and start doing.”  Such occurrences serve to create an environment in which stupidity flourishes.

The net effect of  managerial actions that encourage stupidity is that employees start to cast aside their own doubts and questions and behave in corporately acceptable ways – in other words, they start to perform their jobs in an unreflective and unquestioning way. Some people may actually internalise the values espoused by management; others may psychologically  distance themselves from the values but still act in ways that they are required to. The net effect of such stupidity self-management (as the authors call it) is that employees stop questioning what they are asked to do and just do it. After a while, doubts fade and this becomes the accepted way of working. The end result is the familiar situation that many of us know as “business as usual” or  “that’s just the way things are done around here.”

The paradoxes and consequences of stupidity

Functional stupidity can cause both feelings of certainty and dissonance in members of an organisation. Suppressing  critical thinking  can result in an easy acceptance of  the way things are.  The feelings of certainty that come from suppressing difficult questions can be comforting. Moreover, those who toe the organisational line are more likely to be offered material rewards and promotions than those who don’t. This can act to reinforce functional stupidity because others who see stupidity rewarded may also be tempted to behave in a similar fashion.

That said,  certain functionally stupid actions, such as ignoring obvious ethical lapses, can result in serious negative outcomes for an organisation. This has been amply illustrated in the recent past. Such events can prompt formal inquiries  at the level of the organisation, no doubt accompanied by  informal soul-searching at the individual level. However, as has also been amply illustrated, there is no guarantee that inquiries or self-reflection lead to any major changes in behaviour. Once the crisis passes, people seem all too happy to revert to business as usual.

In the end , though, when stark differences between the rhetoric and reality of the organisation emerge  – as they eventually will– employees will  see the contradictions between the real organisation and the one they have been asked to believe in. This can result in alienation from and cynicism about the organisation and its objectives. So, although stupidity management may have beneficial outcomes in the short run, there is a price to be paid  in the longer term.

Nothing comes for free, not even stupidity…

Conclusion

The authors main message is that despite the general belief that organisations enlist the cognitive and intellectual capacities of their members in positive ways, the truth is that organisational behaviour often exhibits a wilful ignorance of facts and/or a lack of logic. The authors term this behaviour functional stupidity.

Functional stupidiy has the advantage of maintaining harmony at least in the short term, but its longer term consequences can be negative.   Members of an organisation “learn” such behaviour  by becoming aware that certain topics are out of bounds and that they broach these at their own risk. Conformance is rewarded by advancement or material gain whereas dissent is met with overt or less obvious disciplinary action. Functional stupidity thus acts as a barrier that can stop members of an organisation from developing potentially interesting perspectives on the problems the organisations face.

The paper makes an interesting and very valid point about the pervasiveness of wilfully irrational behaviour in organisations. That said, I  can’t help but think that the authors  have written it with tongue firmly planted in cheek.

A performance review tragedy in five limericks

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The yearly performance review
is something we all must go through.
So you may well know
the story below
…it may’ve  even happened to you.

The boss, a hawk not a dove,
dictated the goals from above.
He said, “You will do
as I tell you to,
and that should be more than enough.”

The year whizzed by like a race.
(Isn’t that always the case?)
Soon it was time
for that moment sublime,
when performance would be appraised.

And as the review progressed,
the minion suffered much stress,
because it was clear
he’d be marked a failure
even though he’d given his best.

In the end he said, “OK, that’s fine,
but we were never aligned.
I know you don’t care
but it just ain’t fair
that these were your goals, not mine.

Written by K

April 12, 2013 at 4:52 am

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