Stupidity Theory of Organisations posits that employees often suppress their critical and reflective capabilities to fit into an organisation. This theory, proposed by Alvesson and Spicer, suggests that employees may deliberately avoid asking questions or challenging established norms to maintain harmony or avoid conflict. This behaviour, termed ‘functional stupidity,’ can lead to inefficiency and mistakes, as critical thinking is often sidelined.
The theory also highlights the role of leadership in promoting functional stupidity. Leaders may discourage questioning and encourage conformity to maintain control and prevent disruption. This approach can stifle innovation and problem-solving, leading to stagnation and decline.
However, functional stupidity is not always negative. It can foster unity and coherence, making employees feel part of a shared mission. This sense of belonging can boost morale and productivity in the short term. Yet, in the long run, it may limit the organisation’s adaptability and resilience, as it discourages questioning and critical thinking, crucial for innovation and growth.
Ultimately, the Stupidity Theory of Organisations serves as a reminder of the importance of balance. Organisations need to strike a balance between encouraging conformity for unity and promoting critical thinking for innovation and adaptability.
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