When wise people stop thinking critically

Have you ever sat in a meeting where everyone nodded eagerly, but you felt the quiver of contradictions beneath the surface? Perhaps you yourself have held back questions — because the mood was that “now we move on”. This phenomenon is called functional stupidity.

Why do we choose not to challenge?

The term was introduced by Mats Alvesson and André Spicer, showing how smart people can opt out of critical reflection—either consciously or unconsciously. It's not about being stupid, it's about making it “easier”.

Typical features are:

We focus on our own tasks and do not interfere with the whole.
We avoid uncomfortable questions that can create friction or slow down processes.
We follow the rules and procedures — without asking why.

This is how organizations can achieve efficiency, calmness and predictability. In a hectic everyday life, it may actually be appropriate to leave questions lying around.

When does silence become harmful?

While functional stupidity can bring short-term gain, in the longer term silence can have serious consequences. When no one challenges assumptions, we lose the ability to spot mistakes, learn from experiences, or find new paths.

Possible consequences:

Failed projects, because no one dared to ask the hard questions.
Loss of trust and scandals, when omens and contradictions are swept under the carpet.
Stop in innovation, because different views are silenced or overlooked.

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How can leaders break the pattern?

To avoid functional stupidity, managers are needed who both values reflection and tolerates disagreement.

Five concrete gripes:

Invite critical questions — regularly ask, “What is it that we don't see here?”
Create psychological security -- makes it risk-free to speak out, even on “stupid questions”.
Reward curiosity Appreciate input and learning, not just quick implementation.
Use the Devil's Advocate — give someone the role of challenging conclusions in meetings.
Build a learning culture — celebrate when someone discovers a mistake in time.

Reflection Questions for Managers

How do I react when employees ask critical questions — do they feel heard?
When was the last time we stopped or changed a project after input from co-workers?
Do we have examples where harmony has become more important than honest conversations?
What mechanisms do we have to ensure that silence is not interpreted as agreement?

Functional stupidity grows where reassurance is lacking, and questions are perceived as disturbing. Wise leaders dare to let go of the need for control -- and rather open to debate and disagreement.

Because maybe that's precisely what saves the organization the next time everyone nods.