Table of ContentsIntroductionLeadership-induced stupidityStructure-induced stupidityImitation-induced stupidityBrand-induced stupidityCulture-induced stupidityAnalysisIntroductionIt is often seen and observed that Organizations that may seem intelligent sometimes encourage something very peculiar – stupidity in the workplace. This is an interesting aspect of the organizations that the authors discover and address in this book. First, both authors are professionals and have worked as professors, teaching organizational behavior at their respective universities. So it is not only their area of ​​expertise, but they also have diverse experience in this area that they have acquired during their career. Say no to plagiarism. Get a tailor-made essay on “Why violent video games should not be banned”? Get an original essay An important aspect that they point out in the book is that sometimes turning off and not using certain parts and functions of your brain during the work is a mistake. sometimes acceptable and understandable – this phenomenon has been called functional stupidity. This happens when the benefits of doing so exceed the costs. People do not need to use and strain their cognitive abilities, which ultimately frees them from doubts and doubts that might arise. This then forces them to conform to the status quo, preventing them from asking inappropriate questions and avoiding making them look like troublemakers. This in turn shows them as a leader with certainty. Which also suggests the paradox of stupidity. This is not limited to individuals in the workplace, but also to the organization. By avoiding and removing the various uncertainties, differences of opinion and challenges to the status quo that are sometimes common and prevalent in the workplace, leaders and managers can ensure that no employee strays and that all is going well. It is often the case that convenience is more valued and favored over the inconveniences of truths. However, this could ultimately have significant negative consequences. Gradually and systematically, when we turn a blind eye to inconsistencies, it begins to create an environment prone to errors. The case of the 2008 financial crisis discussed in the book is a great example of how this environment was contagious and connected. for failure. Functional StupidityWe have progressed so much over the past centuries and become knowledge-intensive organizations and workers. Why then is functional stupidity such a big problem? This can be compared to the analogy of “thinking inside the box”. Functional stupidity can take 5 different main forms: Leadership-Induced Stupidity The role of a leader is one who sets an example for others and draws inspiration and admiration from his or her employees. However, this is most often not the case. Most employees internally want their managers to not interrupt or participate in their work and let them work alone. An example of functional stupidity would be believing that leaders have significant impact and influence on the way an organization operates. Structure-Induced StupidityIn every business, it is necessary to have rules and regulations in place. However, many companies tend to overdo it. As a result, workers tend to check boxes that have nothing to do with actual productive work. Companies give moreemphasis on respect and following rules instead of achieving productive results. Imitation-Induced Stupidity In many organizations, how the company positions itself and looks to outsiders is more important than what it actually does and how it operates. Living up to the expectations of others becomes the primary consideration. Brand-induced stupidity. More weight and importance is given to the brand the product belongs to rather than its features. The brand image gives meaning and a reason for being to employees. This creates an illusion and convinces them to do their job which can be a mindless chore. However, the essence of a brand can create ignorance that can hinder productivity. Culture-Induced Stupidity A trained culture often prevents provocative thoughts. This makes employees gullible to erroneous beliefs despite evidence proving them to be false. Employees are so influenced by culture that their thought processes become one with it. Knowledge Economy More and more organizations are emphasizing being knowledge-intensive and employing a skilled workforce. This book is able to shed light on several thoughts about how organizations that consider themselves intelligent really are. Many organizations pride themselves on the fact that they rely on and employ highly skilled, creative and critical thinkers who are passionate about learning. However, on the contrary, this is not the case. Rather, they desire someone who is disciplined, orderly, enthusiastic and inconsiderate, able to conform and accept any irrational idea that comes their way and is presented to them. The academic dilemma The term “knowledge economy” particularly focuses and examines the role that universities play. play. In the book, the case of an American study of 2,300 undergraduate students spread across 29 different colleges is cited. The test compared when they started college and from then two years to four years later. At the end of the 4 years of the study, it was observed that 36 percent of the students had no impact or difference in their cognitive ability or ability to analyze different problems. The conclusion of the study was a shocking result: business students completed their studies. They performed worse before their undergraduate studies and did better in high school. However, we must keep in mind that many universities, especially those belonging to more traditional courses - engineering and medicine, have relatively high standards. The authors are more likely to focus on the change and loss of capacity of colleges at the lower end of the scale. Something that can easily be learned on the job has now become a complete standalone course. One course they highlight that is equivalent to a degree is spa management or bartending. For this reason, students, rather than focusing on studying and course material, instead check their Facebook notifications and news feed. Part of this may be due to the low value one can get from a course on Beyoncé, Aliens, or Star Wars. Another surprising element they highlight in the book is the drastic difference between the number of academic staff and that of administration. Many universities in the UK have fewer lecturers and more administrative staff. This clearly gives the impression that higher education is not the main goal, but rather administrative gains. Finale Towards..