also of interest : http://www.youtube.com/watch?feature=player_detailpage&v=IDsnCrSfzCQ#t=1916s
and at 34'26 min http://www.youtube.com/watch?feature=player_detailpage&v=IDsnCrSfzCQ#t=2067s *capital, violence, and stupidity determining world events...* On Fri, Feb 15, 2013 at 4:43 PM, Dante-Gabryell Monson < [email protected]> wrote: > + french article further below > note : Orange Meme Information System ? > Can be replaced by more optimal Turquoise Meme Information Systems ? ( > such as Anoptic <http://p2pfoundation.net/Anoptism> information Systems ) > > > http://www.spiraldynamics-integral.nl/uploads/images/headers/Value_systems.jpg > > (cf. > http://onlinelibrary.wiley.com/doi/10.1111/j.1467-6486.2012.01072.x/abstract) > : > > In this paper we question the one-sided thesis that contemporary > organizations rely on the mobilization of cognitive capacities. We suggest > that severe restrictions on these capacities in the form of what we call > functional stupidity are an equally important if under-recognized part of > organizational life. Functional stupidity refers to an absence of > reflexivity, a refusal to use intellectual capacities in other than myopic > ways, and avoidance of justifications. We argue that functional stupidity > is prevalent in contexts dominated by economy in persuasion which > emphasizes image and symbolic manipulation. This gives rise to forms of > stupidity management that repress or marginalize doubt and block > communicative action. In turn, this structures individuals' internal > conversations in ways that emphasize positive and coherent narratives and > marginalize more negative or ambiguous ones. This can have productive > outcomes such as providing a degree of certainty for individuals and > organizations. But it can have corrosive consequences such as creating a > sense of dissonance among individuals and the organization as a whole. The > positive consequences can give rise to self-reinforcing stupidity. The > negative consequences can spark dialogue, which may undermine functional > stupidity. > > > > > > > Subject: Fwd: La stupidité fonctionnelle - Finance : "fais d'abord, > réfléchis après" ? > > ---------- Forwarded message ---------- > From: Caroline Stiegler > Date: Fri, Feb 15, 2013 at 9:44 AM > Subject: La stupidité fonctionnelle > To: [email protected] > > > Chers adhérents et abonnés, > > Nous vous recommandons vivement la lecture de > > "La « stupidité fonctionnelle » à l’origine de la crise financière" > > article accessible à partir du lien suivant : > > > http://bigbrowser.blog.lemonde.fr/2013/02/14/la-loi-et-lordre-la-stupidite-fonctionnelle-a-lorigine-de-la-crise-financiere/ > > et qui est introduit ainsi par le quotidien Le Monde : “Selon une étude > britannique, le monde de la finance serait dicté par l'attitude "fais > d'abord, réfléchis après"”. > > Ce qui est ici nommé functionnal stupidity désigne très précisément ce que > nous appelons la bêtise systémique (stupidity se traduit très généralement > en français par bêtise). Voici le résumé en anglais de l’étude publiée par > le Journal of management studies (cf. > http://onlinelibrary.wiley.com/doi/10.1111/j.1467-6486.2012.01072.x/abstract) > : > > In this paper we question the one-sided thesis that contemporary > organizations rely on the mobilization of cognitive capacities. We suggest > that severe restrictions on these capacities in the form of what we call > functional stupidity are an equally important if under-recognized part of > organizational life. Functional stupidity refers to an absence of > reflexivity, a refusal to use intellectual capacities in other than myopic > ways, and avoidance of justifications. We argue that functional stupidity > is prevalent in contexts dominated by economy in persuasion which > emphasizes image and symbolic manipulation. This gives rise to forms of > stupidity management that repress or marginalize doubt and block > communicative action. In turn, this structures individuals' internal > conversations in ways that emphasize positive and coherent narratives and > marginalize more negative or ambiguous ones. This can have productive > outcomes such as providing a degree of certainty for individuals and > organizations. But it can have corrosive consequences such as creating a > sense of dissonance among individuals and the organization as a whole. The > positive consequences can give rise to self-reinforcing stupidity. The > negative consequences can spark dialogue, which may undermine functional > stupidity. > > Bien cordialement, > Caroline Stiegler > > > > > > > > > > > > > > > > > > > > > > > > > > > > > -- > pour vous désinscrire de CommAI, la lettre d'information d'Ars > Industrialis, cliquez sur ce lien : > < > http://arsindustrialis.org/dbc/unregister.php?id=931785&[email protected] > > > > > > >
_______________________________________________ P2P Foundation - Mailing list http://www.p2pfoundation.net https://lists.ourproject.org/cgi-bin/mailman/listinfo/p2p-foundation
