Summary of Stupefied
How organisations enshrine collective stupidity and employees are rewarded for checking their brains at the office door
In today’s organizations, myopia, imitation and practicing stupidity run rampant.
Humorist George Carlin once said, “Never underestimate the power of stupid people in large groups.” In the workforce, being an employee usually means balancing smarts with stupidity, but erring toward the latter. André Spicer, a professor of organizational behavior at City, University of London, brilliantly outlines a scenario that many newly minted graduates face when starting their professional lives: Their days of high intellectual achievement are over. getAbstract recommends this hilariously topical, yet highly relevant article to executives, managers and young professionals alike.
In this summary, you will learn
- Why the brightest minds from the best universities seldom realize their potential,
- Why executives and their initiatives are rarely effective, and
- How to balance acting intelligent with practicing “stupidity.”
About the Author
André Spicer is a professor of organizational behavior at the City University of London. He recently co-authored the book, The Stupidity Paradox: The Power and Pitfalls of Functional Stupidity at Work.
Comment on this summary
By the same author
Mats Alvesson and André Spicer
Profile Books, 2015
Customers who read this summary also read
Roger D. Hodge
New Republic, 2015
Connex Chronicle, 2016
The Atlantic, 2017