How Much Stupidity Do Organisations Need? A Psychodynamic Perspective on Functional Stupidity

How much stupidity do organisations need to function effectively? The paradox coined by management researchers Spicer and Alvesson may seem baffling. According to these authors, organisations require a certain amount of uncritical obedience to function properly. The idea of 'functional stupidity' put forward by the authors to account for this phenomenon is no less ambiguous. In addition to overlooking the ethical implications of such a notion, it fails to provide a coherent explanation of its causes in organisations. Our proposal is based on the psychodynamics of work, founded by Christophe Dejours. We focus primarily on the subjective experience of work, which involves the worker's body, and the way in which a whole theory of moral sense at work emerges from this experience. Adopting the form of an essay, we will support our argument with illustrative vignettes: stupidity will be interpreted here as the exact opposite of what the psychodynamics of work considers to be subjective intelligence at work, that is, ordinary sublimation. In so doing, we propose to extend the scope of the notion of organisational stupidity by adding a phenomenological, clinical and ethical dimension. We conclude by suggesting future avenues for research, through a 're-eroticisation' of work.