– Le Matin

Yes, functional stupidity is a real thing.
There are organizations that—intentionally or not—promote a style ofleadership where questioning is discouraged, and employees are expected tofollow rules blindly. Surprisingly, this management approach can actuallyproduce results—especially in times of crisis.

But let’s be clear: functional stupidity, ascoined by professors Mats Alvesson and André Spicer, is a short-termfix. Over time, it stifles innovation, disempowers employees, andlimits organizational growth.

🔍 WhatIs Functional Stupidity?

In 2012, Alvesson and Spicer introduced the conceptafter studying how certain organizations prioritize appearance over substance.They observed companies that invested excessive time and energy into complexstrategies and polished PowerPoint decks—often at the expense of real customerneeds or market insights.

For example:

• Some     firms spend millions on branding studies instead of deploying     mystery shoppers to gain actionable customer feedback.
• Others     obsess over strategic presentations while ignoring practical execution.

This paradox, described in their book "TheStupidity Paradox", highlights how blind compliance and organizationalsilence can sometimes boost efficiency—but only in specific contexts.

Whenand Why Does Functional Stupidity Work?

Functional stupidity works best during high-pressuremoments when fast execution is key, such as:

• The     early days of the COVID-19 pandemic, when businesses urgently     transitioned to remote work
• Times     of operational crisis, where strict protocol must be followed

In these moments, having employees followdirections without debate may avoid confusion and speed up implementation.

But here’s the catch: if employees are kept in thedark too long, motivation drops, creativity stalls, and trust erodes.

WhyIs This Approach Risky Long-Term?

While temporarily effective, this approach cannotsustain growth or agility. Organizations that rely too heavily on top-downdecision-making risk:

• Losing their internal talent pipeline
• Suppressing innovation and accountability
• Creating     an environment where employees don’t speak up or contribute ideas

Eventually, there’s no one left internally to “takethe torch” when leadership changes.

HowRelevant Is Functional Stupidity in Morocco?

While formal studies on this phenomenon in Morocco arelacking, in practice, we see it often:

• During     crises (2012–2013, 2020)
• In     high-pressure operational contexts

The challenge is that functional stupidity preventsteam growth. Organizations that don't delegate decision-making or sharecontext ultimately suffer from a lack of initiative and resilience.

Especially in today’s uncertain world, collaborativeleadership models have proven far more effective.

WhoAccepts This Type of Management?

This model may be tolerable—or even welcomed—by:

• Junior staff,     who benefit from structure and clarity
• Certain     personality types that prefer clear direction

However, it becomes problematic with:

• Senior professionals and experts, who need space to innovate and question the status quo
• High-potential employees, who thrive on autonomy and purpose

For “smart people in smart organizations,” rigid,blind-following models become demotivating and unsustainable.‍

FinalThoughts

Functional stupidity is real—and it may even be useful—butonly in moderation and for a limited time.

The key takeaway?Don’t let structure replace sense.Involve your employees. Share the why, not just the what. Balanceexecution with critical thinking, especially in times of uncertainty.