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    The praxis of stupidity: an explanation to understand the barriers mitigating rework in construction

    75191.pdf (1.020Mb)
    Access Status
    Open access
    Authors
    Love, Peter
    Smith, J.
    Ackermann, Fran
    Irani, Z.
    Date
    2018
    Type
    Journal Article
    
    Metadata
    Show full item record
    Citation
    Love, P. and Smith, J. and Ackermann, F. and Irani, Z. 2018. The praxis of stupidity: an explanation to understand the barriers mitigating rework in construction. Production Planning & Control. 29 (13): pp. 1112-1125.
    Source Title
    Production Planning & Control
    DOI
    10.1080/09537287.2018.1518551
    ISSN
    0953-7287
    School
    School of Civil and Mechanical Engineering (CME)
    Funding and Sponsorship
    http://purl.org/au-research/grants/arc/DP130103018
    URI
    http://hdl.handle.net/20.500.11937/74906
    Collection
    • Curtin Research Publications
    Abstract

    The practice of ‘functional stupidity’ forms the essence of Alvesson and Spicer’s ‘Stupidity-based theory of organisations’. Functional stupidity is an incapacity and/or disinclination on the part of organisational members to exercise critical reflection about what they are doing, to understand why they are doing it, and determine what the consequences of their activities are beyond the immediate task at hand. Drawing on the authors’ empirical research with regard to the nature of rework causation, we have observed that there is a proclivity for functional stupidity to reside in everyday practice in construction. We noticed that functional stupidity was a recurring organisational issue explicitly linked to ‘power and politics’ that was played out in numerous construction projects. In these projects managers attempted to discourage critical reflection that called into question prevailing organisational norms and values that had been sanctioned under the auspices of a ‘zero-vision’. In some instances, this, in turn, led to reinforcing ‘stupidity self-management’ behaviour whereby employees intentionally limited their own critical reflection creating a vicious zone of zemblanity that kept being played out in projects. The corollaries in this instance being an inability to learn, engender innovation, and improve organisational and project performance.

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