proposing a model for collective stupidity
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American Journal of Scientific Research
ISSN 2301-2005 Issue 92 September, 2013, pp.125-137
http://www.americanjournalofscientificresearch.com
Proposing a Model for Collective Stupidity: Identification and
Assessment of the Effective Factors (Aviation Service Company)
Mahsa Doaee
M.A in Executive Management, Department of Management
Science and Research Branch, Islamic Azad University, Isfahan, Iran
E-mail: [email protected]
Tel: +98-9123321379
Alireza ShirvaniAssistant Professor, Department of Management
Faculty of Administrative Sciences and Research Branch
Islamic Azad University, Isfahan, Iran
E-mail: [email protected]: +98-9131155726
Ali SafariAssistant Professor, Department of Management
Faculty of Administrative Sciences and Economics
University of Isfahan, Isfahan, Iran
E-mail: [email protected]
Tel: +98-9133216331
Abstract
Purpose The purpose of this study is to identify and assess the factors which
decrease organizational intelligence leading the staff towards collective stupidity.Methodology -The research method is descriptive-correlative. The inspected
statistical society consists of high ranking staff of an Aviation Service Company. A
researcher customized questionnaire with (0.97) reliability is used in order to collect therelated data. Hypotheses of this research are tested through Measurement Model.
Findings After analyzing the seven hypothetical components, two of them are
omitted. There is a significant correlation between the five effective factors regardingcollective stupidity.
Practical implications This article argues that, in today's competitive
environment, organizations need to identify the factors which convert an intelligentorganization into one with collective stupidity.
Originality The proposed model is the first in its kind with seven multi-indexed
factors.
Keywords: Collective stupidity, Organizational Stupidity, Organizational intelligence,
Strategic stupidity, Cultural stupidity
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IntroductionAccording to Karl Albrecht the intelligent people, when assembled into in an organization, would tendtowards collective stupidity(Albrecht, 2003).The collective stupidity is not a necessary and inevitable
part of an organization, while optional to the extent that intelligent people allow it to happen.
Identification of causes leading to collective stupidity and applying solutions to promote theorganizational intelligence is one of the biggest challenges facing the management. As it is permissible
to define the multi-functional aspect of intelligence for employees and directors (Morgan, 2006), the
collective stupidity is also definable. For this purpose, here, seven multi-indexed factors are introducedas the tools and means in collective stupidity assessment. The main objective of this study is to identify
the factors which convert an intelligent organization into one with collective stupidity, in this case a
domestic Aviation service company. In this article, the related literature is reviewed and a conceptualframework is designed based on the assumptions which are tested through statistical approaches.
Literature ReviewOrganizational intelligence consists of the abilities applied in allowing the organization to continue its
dynamism. Here, the abilities are rapid action and reaction, quick compliance with the changes,flexibility in function, sensitivity, and being predictable, open-mindedness, multidimensional in
thinking and conduct, and innovation(Ercetin et al., 2007).
The development of organizational intelligence is more complex than the individual or
collective one(Popescu, 2012).Organizational intelligence is a feature of an organization which creates knowledge and applies it in
its environment or marketplace strategies. It is similar to I.Q, but at an organizational framework level.
Functional stupidity is organizationally-supported by lack of reflexivity, substantive reasoning,and justification. It entails a refusal to use intellectual resources outside a narrow and safe terrain. It
can provide a sense of certainty that allows organizations to function smoothly. This can save the
organization and its members from the frictions provoked by doubt and reflection. Functional stupiditycontributes to maintaining and strengthening organizational order. It can also motivate people, help
them to cultivate their careers, and subordinate them to socially acceptable forms of management and
leadership. Such positive outcomes can further reinforce functional stupidity. However, functional
stupidity can also have negative consequences such as trapping individuals and organizations intoproblematic patterns of thinking, which engender the conditions for individual and organizational
dissonance. These negative outcomes may prompt individual and collective reflexivity in a way that
can undermine functional stupidity. (Alvesson & Spicer, 2012)In this respect it is quite different from individual intelligence. It is possible that human are
very intelligent and capable of performing great and important tasks, while it is their collective brain
power that causes great works to be performed(Yolles, 2005).Karl Albrecht is one of the pioneers in designating the organizational intelligence. He uses
organizational intelligence against the term organizational stupidity and considers utilizing
organizational intelligence as the only solution against organizational stupidity.In an organization every intelligent person wants to promote her/his position and reach to
managerial level; hence, they often behave individually and refuse to construct a concept for promoting
the organization. Every intelligent employee is like a data bank in the organization with no interaction
with others. Regarding organizational intelligence, the common ways of thinking and preventingorganizational intelligence formation and growth is titled collective stupidity. (Albrecht, 2003)
Although Albrecht emphasis on a systematic, uninterrupted and endless attack on factors
causing collective stupidity, Alvesson and Spicer (2012) believe that some of these elements arenecessary for the organization. He refers to collective stupidity as functional stupidity by accrediting
some advantages to it. He is of the opinion that the functional stupidity implies a sense of security
among the staff regarding the status quo; while, helps and strengthens the organization by provoking
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the occupational motivation. Functional stupidity is the outcome of a management stupidity which
suppresses innovation and restricts interaction. In fact the elements of power and policy prevent the
internal or external knowledge-capitalization which leads to functional stupidity in an organization.Functional stupidity cannot be uprooted; therefore, Alvesson and Spicer recommend that the
management consider it as a source that should be developed, kept and engineered for the benefit of the
organization. In most cases some functional stupidity is a necessity for organization. But the
management should not allow its overgrowth and should be aware of its negative effects: hopelessness
and failure. In this case, in order to control this phenomenon the management should employ the ideaof individual critical thinking as a strategic procedure in the organization (Alvesson and Spicer, 2012).
Smart persons usually show weak performance in conversing with other people regarding theirknowledge; therefore, they may commit a specific mistake only once, but since they do not
communicate with other people, this mistake can be repeated many times without contributing to
organizational learning (Veryard, 2000); consequently lack of organizational learning leads tocollective stupidity.
The important point here is the correlation between organizational intelligence and collective
stupidity. Any factor that increases the organizational intelligence, reduces collective stupidity(Kerfoot,2003). An intelligent organization makes faster and better decisions, hence promotes its competitive
position and wins (Liautaud & Hammond, 2002). Consequently, a stupid organization hardly matches
itself with the environment, thereby, loses its chances of success one after the other. It can be said thatidentifying the factors which lead to collective stupidity and endanger organization performance, is themental challenge facing the managers who think of organizational development and improved
sustainable performance.
In this study the 7-multi-indexed factors are proposed as the hypotheses, establishing the basesfor modeling collective stupidity. (Figure1).
Figure 1: Conceptual model
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The hypotheses are drawn and discussed as follows based on the findings obtained from a
domestic Aviation Service Company.
Hypothesis 1: The Effect of Strategic Inertia on Collective Stupidity
Strategic inertia is defined as tendency to follow the status quo and the resistance to strategic renewal
outside the frame of strategy(Huff, 1997). According to (Hodgkinson and Wright, 2002) inertia is the
habitual reliance on a (previously successful) organizational recipe or success formula.
The first and foremost factor influencing inertia is the firms age. The original authors assertthat inertia will grow over time(Schwenk and Tang, 1989); therefore, with an increase in firm age, the
inertia is assumed to be greater. The strategic choices may be explained by the firms capabilities,
developed through experience and the inertia associated with its size(Dass, 2000). Based on thecorrelation between firm age and size, the latter is frequently attributed to inertia.
As the size of an organization grows selection of executive managers from internal staff
become easy. The organization has the alternative to choose executive managers among its internalforces. This leads to a resistance from inside against selection of managers from outside the
organization(Ashraf Ahmadian, 2011).
Strategic inertia is also affected by the characteristics of the management team, the leadership
style, the dynamics of the management, the degree of consensus within the boards, stable andcontinuous membership and communality in beliefs.
Changes in management position can be considered as an effective means for conformity with
changes in the environment. Based on the findings, the managers chosen from outside the organizationwould reduce the inertia; they come with new style of management, experience, interest and
knowledge. These distinctions could be an affective factor in breaking down the strategic inertia.Higher educational level of the replaced managers would reduce the strategic inertia. In fact, higher
education on one hand helps to better identify the environment and predict the possible changes moreaccurately and on the other hand, the more relevant education is with marketing and business, the
better recognition of the markets, customers, competitors, suppliers and other effective forces. The
younger the managers are the more efficient their approaches in problem solving. High experience byitself does not contribute to breaking down the strategic inertia; this factor is more effective when
accompanied with risk taking, knowledge and identification of the environment. These features may
include age, field of education, managerial background, insight and interests (Ashraf Ahmadian, 2011).The indexes applied in this hypothesis consist of: Characteristics of the management team,
Leadership style, Firm size, Firm age, Current strategy (Ashraf ahmadian, 2011).
Hypothesis 2: The Effect of Organizational Culture on Collective Stupidity
Organizational culture is a pattern of shared basic assumptions that the group learns as it solves its
problems of external adaptation and internal integration which has worked well enough to beconsidered valid and to be taught to new members as the correct way to perceive, think, and feel those
problems(Sehien, 2004).There are differences between the collective and individual intelligence; while,it is possible to argue that there is some correspondence between them. Any kind of intelligence relatedto any individual factor is a function of individual psyche, whereas collective intelligence is a function
of collective psyche. Collective intelligence is limited to, equipped with or changed through conceptual
structures (Yolles, 2005).Organizational culture is a common perception held by the organization members; a system of
shared meaning with seven characteristics that when combined with one another constitute the
philosophy of conception in any organization. It is assumed that an organization with low culturalconcept automatically end up in collective stupidity.
The indexes applied in this hypothesis consist of: Innovation, risk taking, Attention to detail,
Outcome orientation, People orientation, Team orientation, Aggressiveness, Stability (Robbins, 2002).
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Hypothesis 3: The Effect of Knowledge Management on Collective Stupidity
Knowledge management is a set of relatively new organizational activities that are aimed at improving
knowledge, knowledge-related practices, organizational behaviors, decisions and organizational
performance(King, 2009).In a research (Albrecht, 2003) has presented a model for these two factors regarding the
correlation between organizational intelligence and knowledge management. By combining the
collective intelligent and knowledge management discussed by Albrecht; the managers, smart leaders,and executive managers are able to utilize the individuals mind power in order to achieve theirmissions. This is the result of a combination between organizational intelligence and knowledge
management.
Knowledge management establishes a new working environment where knowledge and experiencecan easily be shared. It also pushes information and knowledge to flow towards the assigned people in real
time, so that they can operate on more effective and efficient basis (Sternberg 1991).
The organizations in the past were viewed as a collection of tasks, products, employees andrevenue generating centers. Today they are seen as intelligent systems designed to manage knowledge.
Scholars have shown that organizations engaged in learning processes by using tacit forms of intuitive
knowledge, hard data stored in computer networks and information gained from the environment,which are applied in sensible decisions making. Because this complex process involves grate numberof people interacting with diverse information systems, the organizational intelligent is more than the
total intelligence of members of the organization(Halal, 2006).
Intelligence of any organization is embedded in its analyzed data. Whenever the managementof the organizations data management is not at par, the organizational intelligence is lowered and the
organization leads to collective stupidity.
The indexes applied in this hypothesis consist of:knowledge acquisition, creation, refinement,storage, transfer, sharing, and utilization (King, 2009).
Hypothesis 4: The Effect of Organizational Morale on Collective Stupidity
Morale is one of the abstractions in any organization. Good morale indicates good structure and
management in an organization; therefore, it is a criterion to measure the progress made. Morale refersto senses such as trust, reliance, sympathy, and friendship among the staff; hence, employees will have
good sense towards one another while filling well in their performance.The impacts of distrust in an organizationlower employee morale and commitment, lower
productivity and higher employee turnovertend to exert pressure on organizations (Hitch, 2012). One
of the factors for organizational health is the morale. By having open relationship and interaction withemployees, managers can promote the sense in employees through moral trust that they are important
members for the organization. The evidence for this claim is that managers give the essential
information to the employees; thereby, employees feel they have identity in their organization and as a
result their motivation increases as they work in such an organization. The conducted studies indicatethis kind of motivation improves organizational health and promotes positive working behavior within
the staff(Oyserman, 2007). Social identity sets boundaries for collective intelligence and collectiveaction; consequently, it paves the way for social learning, which leads to cultural differentiation((Mason, 2012).
The contemporary managers must be good speakers in order to build trust among their
employees which would later result in confidence in the company (Spaho, 2011). Jack Welsh (2003),the successful managing director of General Electric (GE), believes that continuous pursuance of tasks
is to send distinct and meaningful messages to all relevant people on an extensive bases. Proper
conveyance of right messages would materialize the enquiries.Organizations involving collective stupidity have some problem in their organizing manner. In
fact since there is no mutual understanding between employers and employees in the workplace, the
employees misbehave. Each increase or decrease in collective intelligence causes some changes in
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organizational identity. Low morale reduces organizational intelligence and the organization is lead to
collective stupidity.
Hypothesis 5: The Effect of Entrepreneurship on Collective Stupidity
In his study, (Brown, 2001), refers to Stevenson(1983) who holds that entrepreneurial management,
defined as a set of opportunity-based management practices, could help firms remain vital andcontribute to firm and societal value creation. According to Schumpeter an entrepreneur is an agent ofchange endowed with the source of his unique creative desires. He/she introduces a new good or a new
method of production, opens a new market or discovers a new source of supply.
According to(Martin and Osberg, 2007), The entrepreneur is interested to this suboptimalequilibrium, where he seeks to find opportunities to provide a new solution, product, service, or
process for optimization. The reason that the entrepreneur sees him/herself as an opportunity seeking
person is in creating something new, while others see his efforts as intolerable. This desire and theenthusiasm stems from the unique set of personal characteristics he or she refers to the situation at
hand i.e. inspiration, creativity, direct action, courage, and fortitude. These characteristics are
fundamental to the process of innovation.
In order to carry out an entrepreneurial enterprise successfully, the leader needs the cooperationof other people. The drawback with this attempt is that most of the people are typically conservative
and do not want to take the risk of doing anything new. The disposition of the mass of people is static
and hedonistic, while new enterprises mean new risks that may cost one his/her existence. The way outof this dilemma for the entrepreneur, according to Schumpeter, is to buy the labor power of other
people and order them to do what is new(Swedberg, 2007). More than ever this concept is being
applied worldwide due to extreme compatibility among organizations.The indexes applied in this hypothesis consist of: Risk taking (Brockhaus, 1976), Management
support (Stubner, Wulf, & Hungenberg, 2007), Applying technology techniques (Bailetti, 2012),
Structuring methods, Quick support from new ideas (Sebora & Theerapatvong, 2010), Optimal and
renewed allocation of resources (Schumpeter, 1949).
Hypothesis 6: The Effect of Organizational Learning on Collective Stupidity
Argyris, (1978) has defined the organizational learning as the detection and correction of error; Fiol and
Lyles (1985) has define learning as the process of improving actions through better knowledge and
understanding and Dodgson (1993)describes Organizational Learning as The way firms build, supplement,and organize knowledge and routines around their activities within their cultures, and adopt and develop
organizational efficiency by improving the use of the broad skills of their workforces.
Organizational learning is the key to changes in management and organizational survival (leuci, 2012).A learning organization is one that its functions are improved by awareness and better
perception.The "future has no shelf life" (Bennis, 2001), and living in a learning society is a matter of
survival that has led the organizations emerging as networks that place great emphasis on learning
how to learn or creating the learning organization(Duckett, 2002).Learning leads to development of new insight on the subject. This often happens when we
detect and correct our errors(Argyris, 1978).
Collective learning occurs at multiple hierarchical levels: the individual, group, organizationaland societal. With the increasing level of complexity, the challenge of learning (institutionalizing the
learning) becomes more difficult which requires more conscious and concerted efforts (Dettmer, 2005).
The weakness in learning in an organization reduces the organizational intelligence and theorganization ends up in collective stupidity. The indexes applied in this hypothesis consist of:
Systems thinking, Personal mastery, Mental models, Building shared vision, Team learning
(Senge, 1997) and tendency to change.
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Hypothesis 7: The Effect of Motivation on Collective Stupidity
Luthans (1998) asserts that motivation is the process that arouses, energizes, directs, and sustains
behavior and performance, that is, it is the process of stimulating people to action if achieving a desired
outcome is the objective. One way of stimulating people is to employ effective motivation, whichmakes workers more satisfied with and committed to their jobs. Money is not the only motivator. There
are other incentives which can serve as motivators(Ayeni and Popoola, 2007). Other studies indicate
that the employees' personalities are much better predictors in collective activities engagement thantheir salaries. The most compelling study conducted in this area is a great meta-analytic review of25,000 participants, where personality determined 40% of the variability in ratings of job satisfaction.
The more emotionally stable, extraverted, agreeable or conscientious people are, the more they tend to
like their jobs irrespective of their salaries. The employees personality is not the most importantdeterminant of their engagement levels in an organization. In fact, the biggest determinant in an
organizational disengagement is the incompetency in leadership. Thus, a managers personality would
have a significant impact on whether the employees are joyfully engaged at work, or not(Chamorro-Premuzic, 2013). Worker motivation is a complex process and crosses many disciplinary boundaries,
including economics, psychology, sociology, organizational development and human resource
management(Devadass, 2011). Weakness in motivation reduces the organizational intelligence. Theindexes applied in this hypothesis consist of: trust (Hitch, 2012), Freedom at work, encouraging theemployee, Clear goals and Values, Organizational justice, Organizational justice (Devadass, 2011)
MethodologyThe research method here is descriptive-correlative conducted in 2012. For data gathering a researcher-customized questionnaire is used as the tool. This questionnaire contains 53 items based on five-point
Likert scale. The obtained reliability coefficient is 0.97. By using Cronbach's alpha method in this
study, the validity of the tool is approved by faculty members and experts.
The focus of the case study is on a high-tech company in aviation service. The statisticalpopulation of this research contains managers and skilled staff in technical-engineering department
totaling 200 individuals. They have studied in various engineering majors such as: Electrical andelectronics, mechanical, mechatronics, robotics and aerospace engineering. In this article, a sevenmulti-indexed factors model is proposed and tested by Amose18 for collective stupidity. This proposed
model includes seven factors: Strategic inertia, Organizational culture, Organizational learning,
Knowledge management, Entrepreneurship, Motivation and Organizational Morale.
ResultThe measurement model is calculated through Amos18, where two hypotheses of this conceptual
model (motivation and entrepreneurship) were not confirmed. They are omitted due to increment of
error in the final measurement model and lack of connection with collective stupidity; the impact of
these two has no statistical significance.
Table 1: General indexes of fit measurement models
RMSEA CFI RMR GFI P CMIN/DF CMIN0.10 0.86 0.10 0.84 0.000 2.73 415.12
Considering table 1 and 2 it is concluded that fitness of model is appropriate and the collective
stupidity is effected by the: strategic inertia, 0.96; organizational culture, 1.00; knowledge
management, 0.85; organizational morale, 0.89 and organizational learning 1.00. General indexes of fit
measurement models (Confirmatory factor analysis) are presented in table3.
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Figure 3:Final measurement Model
Strategic
Inertia
Innovation, risk taking, Attention to detail,
Outcome orientation, People orientation, Team
orientation, Aggressiveness, Stability.
Characteristics of the management team,
Leadership style, Firm size, Firm age,
Current strategy
data classification, data updating, culture of
knowledge sharing, transparency, effective
utilization of knowledge, knowledge creation
interest and optimism, belief, commitment,
pursuing the tasks, feeling honor, identity
Mental models, Personal mastery, Building
shared vision, Team learning, Systems thinking,
tendency to change , ability to problem solving.
Organizational
culture
Knowledgemanagement
Organizational
Morale
Organizational
Learning
Collective
Stupidity
After inspecting and confirming the measurement models of this study, in order to test the
hypotheses meaningfulness, the critical value C.R and P are used (Table 3).
Table 3: Test results
Result P C.RRegression
Coefficient
hypothesisNumberOf
hypothesisConfirmed 0.002 3.157 0.96 collective stupidity strategic inertia 1
Confirmed *** 3.201 1.00 collective stupidity organizational culture 2
Confirmed *** 4.302 0.85 collective stupidity Knowledge management 3
Confirmed *** 8.809 0.89 collective stupidity Morale 4
Confirmed *** 8.090 1.00 collective stupidity Organizational learning 5
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Discussions & Applicable RecommendationsBased on the First Hypothesis, Strategic Inertia with Regression Coefficient of 0.96 and
Confidence Interval of 0.95 has an Effect on Collective Stupidity
Since management and its features are the most important factors in emerging strategic inertia,selecting new managers from outside the organization, or at least hiring the expertise of external
consultants can rigorously prevent the emerging strategic inertia; thus, the collective stupidity. To
avoid such a phenomenon younger managers with higher educational levels, are recommended.Moreover, the previous successful strategies are not considered as suitable remedies for the future,
prediction of future changes through rational strategies should be adopted.
Based on the Second Hypothesis, Organizational Culture with Regression Coefficient of %100
and Confidence Interval of 0.95 has an Effect on Collective Stupidity
In order to improve the organizational culture, this proposal suggests that the organization should haveappropriate supporting strategy for innovative activities. When all people think alike, nobody thinks as
well as they should. Unlike the general belief, successful teams are not produced due to lack of
conflict. One of the most reliable signs of the group that is continuously learning is the disagreementsin the opinions. In order to reach an intelligent organization, the conception of accepting criticism
should be propagated in the organization, and management should not avoid discord, but solve it in a
proper manner.
Based on the Third Hypothesis, Knowledge Management with Regression Coefficient of 0.85 and
Confidence Interval of 0.95 has an Effect on Collective Stupidity
In order to improve knowledge management, the knowledge and the experience exchange among the
employees must be promoted, so that the staff gives their experience willingly and honestly to one
another. In an intelligent organization everyone becomes a part of the network by exchanging
information, and nobody claim possession of the information. A successful organization provides alibrary of its key knowledge assets, preferably in the form of self-teaching guides, in order to be
applicable for training the new staff. The organization with high-tech and innovative knowledge shouldbe up dated on a constant basis, and apply SWOT matrix in order to recognize the lack of their
organizational knowledge.
Based on the Fourth Hypothesis, Organizational Morale with a Regression Coefficient of 0.89
and Confidence Interval of 0.95 has an Effect on Collective Stupidity
Identifying the strengths of people and encouraging interest in them giving reward is of essence, so thatthey feel like heroes and behave accordingly.
Managers should provide an environment for the employees, so that respect each other andbehave humbly. A manager should try to reward good function of his or her employees on a fair basisand adopt various motivation plans. Leaders should encourage forgiveness. However, when managers
forgive their colleagues and staff, they get relieved from their anger that binds them to the subjects in a
negative manner. Managers need to keep inmind that all people make mistakes, and that mistakesalone do not necessarily make them evil. It is recommended that the leaders should forgive all
mistakes, but if leaders forgive no mistakes then employees will cease taking risks and they would not
give their real opinions, that eventually would stop the managers from making decisions. Managers
should be leaders not ones who govern by evoking fear among the staff. Trust is the cornerstone ofleadership. Without trust,extended and received, the leaders, teams, and ultimately organizations will
fail. The only way known to trust someone is to oneself. Morality of work and moral principles must
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be amplified in the organization. If this is actualized, discrimination, dissatisfaction and injustice would
decrease; while increasing the organizational moral and commitment in the staff. In addition it would
promote self-esteem, organizational growth and progress in the society.
Based on the Sixth Hypothesis, Organizational Learning with a Regression Coefficient of %100
and Confidence Interval of 0.95 has an Effect on Collective Stupidity
For the purpose of promotion, ask the staff to construct their mental models, without imposing anyquality in this pattern. Then by the means of discussion and negotiation make this mental models
combine. Managers should propagate systematic and critical thinking in their organizations, if theywant to have a learning organization and encourage the staff to think contemporarily. Leaders should
ask their staff to draw a vivid image of the advantages of change, in order to motivate them towards
organizational change. Lack of recognition of this vision causes the staff to oppose the decisionsalready made for the welfare of the organization. To attract satisfaction of these staff, these decisions
are ignored and put aside which otherwise could lead the organization towards gradual collective
stupidity.The solution is obvious: make a concerted effort to seek out new information, and then try to fit
it into our world view, adjusting the world view as required to logically accommodate the new
information. If done properly, the effective orientation reduces the mismatch between perception andreality, pointing leaders towards revising the policies and procedures to make them more effective inthe real, competitive world.
ConclusionThe main purpose of this study is to identify and assess the factors which decrease organizational
intelligence and lead the elite organizations to collective stupidity. The analysis of the calculationomitted two factors. The analyses of the remaining five factors indicate that the subject organization
has low perception on the environment, and the strategic and cultural stupidity which eventually leads
to collective stupidity. Organizational learning is weak and its reaction against the external changes is
inadequate. This organization has low morale and cannot analyze its knowledge and data well. One ofthe procedures in prevention of collective stupidity is for the management to be aware of any of the
effective factors on the issue.
Suggestions for Future Work
1. Further research should be conducted to investigate the effect of other factors on collectivestupidity, like shared leadership, personality dysfunctions, and organizational policy
2. Studying the correlation between collective stupidity and the organizational structure
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