Hostname: page-component-cd9895bd7-q99xh Total loading time: 0 Render date: 2024-12-23T04:41:48.910Z Has data issue: false hasContentIssue false
  • English
  • Français

Addressing sustainable development goals for confronting climate change: Insights and summary solutions in the stress stupidity system

Published online by Cambridge University Press:  11 June 2020

Jerry Paul Sheppard Open the ORCID record for Jerry Paul Sheppard [Opens in a new window]  and
Jesse Young
Jerry Paul Sheppard*
Affiliation:
Beedie School of Business, Simon Fraser University, Burnaby, BCV4R 2T9, Canada
Jesse Young
Affiliation:
Faculty of Psychology, Simon Fraser University, Burnaby, BC, Canada
*
*Corresponding author. Email: [email protected]
Get access Rights & Permissions [Opens in a new window]

Abstract

We employ the concept of stupidity to address why more has not been done to address climate change and sustainable development. While the ‘new’ science of stupid has long existed in organizational studies, academicians have been too polite to call it that and organizational researchers historically labeled it the ‘threat-rigidity effect.’ With Alvesson and Spicer’s ‘stupidity-based theory of organizations’ management researchers overcame this reluctance. In this work we explore what we will call the ‘stress-stupidity system.’ Building on the threat-rigidity effect, we outline the elements of the stress-stupidity system and look at how we may be able to ‘fix stupid’ to address issues of sustainability.

Keywords

environmental attitudes and decision makingecological sustainabilitysustainabilitysustainable development
Type
Research Article
Information
Journal of Management & Organization , Volume 26 , Special Issue 6: Wicked Problems and Sustainable Development Goals , November 2020 , pp. 929 - 951
Copyright
Copyright © Cambridge University Press and Australian and New Zealand Academy of Management 2020

Access options

Get access to the full version of this content by using one of the access options below. (Log in options will check for institutional or personal access. Content may require purchase if you do not have access.)

References

Aczel, B., Palfi, B., & Kekecs, Z. (2015). What is stupid?: People's conception of unintelligent behaviour. Intelligence, 53, 51–58. doi: 10.1016/j.intell.2015.08.010CrossRefGoogle Scholar
Adebambo, H. O., Ashari, H., & Nordin, N. (2014). Antecedents and outcome of sustainable environmental manufacturing practices. International Journal of Management and Sustainability, 3(3), 147–159. doi: 10.18488Google Scholar
Alvesson, M., & Sköldberg, K. (2009). Reflexive methodology. London: Sage.Google Scholar
Alvesson, M., & Spicer, A. (2012). A stupidity-based theory of organizations. Journal of Management Studies, 49(7), 1194–1220. doi: 10.1111/j.1467-6486.2012.01072.xCrossRefGoogle Scholar
Alvesson, M., & Spicer, A. (2016). The stupidity paradox: The power and pitfalls of functional stupidity at work. London: Profile Books.Google Scholar
Argenti, J. (1976). Corporate collapse: The causes and symptoms. New York: John-Wiley.Google Scholar
Argyris, C. (1977). Double loop learning in organizations. Harvard Business Review, 55(5), 115–125.Google Scholar
Argyris, C., & Schon, D. (1978). Organizational learning: A theory of action perspective. Reading, MA: Addison Wesley.Google Scholar
Arrigo, B., & Griffin, A. (2004). Serial murder and the case of Aileen Wuornos: Attachment theory, psychopathy, and predatory aggression. Behavioral Sciences & the Law, 22(3), 375–393. doi: 10.1002/bsl.583CrossRefGoogle ScholarPubMed
Ashforth, B., & Fried, Y. (1988). The mindlessness of organizational behaviour. Human Relations, 41(4), 305–329. doi: 10.1177/001872678804100403CrossRefGoogle Scholar
Atir, S., Rosenzweig, E., & Dunning, D. (2015). When knowledge knows no bounds: Self-perceived expertise predicts claims of impossible knowledge. Psychological Science, 26(8), 1295–1303. doi: 10.1177/0956797615588195CrossRefGoogle ScholarPubMed
Banuri, T. (1999). Sustainable development and climate change. Policy Matters. Retrieved from https://www.iucn.org/downloads/pm4.pdf.Google Scholar
Bennett, N. (2007). Munchausen at work. Harvard Business Review, 85(11), 24–25. Retrieved from https://papers.ssrn.com/sol3/Delivery.cfm/SSRN_ID2386269_code617879.pdf?abstrtid=2386269&mirid=1.Google Scholar
Boin, A., & McConnell, A. (2007). Preparing for critical infrastructure breakdowns: The limits of crisis management and the need for resilience. Journal of Contingencies and Crisis Management, 15(1), 51–59. doi: 10.1111/j.1468-5973.2007.00504.xCrossRefGoogle Scholar
Brundtland Commission (1987). Our common future. United Nations World Commission on Environment and Development. Retrieved from https://sustainabledevelopment.un.org/content/documents/5987our-common-future.pdf.Google Scholar
Buchner, B., Clark, A., Falconer, A., Macquarie, R., Meattle, C., Wetherbee, C., & Tolentino, R. (2019). Global landscape of climate finance 2019. Climate Policy Initiative. Retrieved from https://climatepolicyinitiative.org/publication/global-landscape-of-climate-finance-2019/.Google Scholar
Caldwell, C. (2019, August 2). The problem with Greta Thunberg's climate activism: Her radical approach is at odds with democracy. The New York Times. Retrieved from https://www.nytimes.com/.Google Scholar
Chodosh, S. (2018). People with extreme political views have trouble thinking about their own thinking. Pocket Worthy. Retrieved from https://getpocket.com/.Google Scholar
Cipolla, C. M. (1987) The basic laws of human stupidity. Whole Earth Review. Spring, 2–7. Retrieved from http://www.academia.edu/download/36859613/Cipolla_-The_Basic_Laws_of_Human_Stupidity.pdf.Google Scholar
Cipolla, C. M. (2019). The basic laws of human stupidity: The international bestseller. New York: Penguin Random House.Google Scholar
Cohen, L. J., & DeBenedet, A. T. (2012). Penn State cover-up: Groupthink in action. Retrieved from http://ideas.time.com/2012/07/17/penn-state-cover-up-group-think-in-action/.Google Scholar
Creed, W. E. D., Scully, M. A., & Austin, J. R. (2002). Clothes make the person? The tailoring of legitimating accounts and the social construction of identity. Organization Science, 13(5), 475–496. doi: 10.1287/orsc.13.5.475.7814CrossRefGoogle Scholar
Daly, H. E. (1996). Beyond growth: The economics of sustainable development. Boston: Beacon Press.Google Scholar
Darnall, N., Henriques, I., & Sadorsky, P. (2008). Do environmental management systems improve business performance in an international setting? Journal of International Management, 14(4), 364–376. doi: 10.1016/j.intman.2007.09.006CrossRefGoogle Scholar
DuBrin, A. J. (2012). Leadership: Research findings, practice, and skills. Boston: Cengage.Google Scholar
Dunbar, B. (2005). What's the difference between weather and climate? NASA. Retrieved from https://www.nasa.gov/.Google Scholar
Dunning, D. (2011). The Dunning-Kruger effect: On being ignorant of one's own ignorance. Advances in Experimental Social Psychology, 44, 247–296. doi: 10.1016/B978-0-12-385522-0.00005-6Google Scholar
Egan, T. (2018, March 30). Actually, you can fix stupid. The New York Times. Retrieved from https://www.nytimes.com/.Google Scholar
Elkington, J. (1994). Towards the sustainable corporation: Win–win–win business strategies for sustainable development. California Management Review, 36(2), 90–100. doi: 10.2307/41165746CrossRefGoogle Scholar
Engler, J. O., Abson, D. J., & von Wehrden, H. (2017). ‘It's the psychology, stupid!’ Understanding human cognition biases to inform sustainable behavior. SSRN. Retrieved from https://www.researchgate.net/publication/322090219.CrossRefGoogle Scholar
Evans, J. B. T., & Curtis-Holmes, J. (2005). Rapid responding increases belief bias: Evidence for the dual-process theory of reasoning. Thinking & Reasoning, 11(4), 382–389. doi: 10.1080/13546780542000005CrossRefGoogle Scholar
Farber, D. A., & Hemmersbaugh, P. A. (1993). The shadow of the future: Discount rates, later generations and the environment. Vanderbilt Law Review, 46(2), 267–304. Retrieved from https://scholarship.law.vanderbilt.edu/cgi/viewcontent.cgi?article=2319&context=vlr.Google Scholar
Gardiner, B. (2020, April 8). Pollution made COVID-19 worse. Now, lockdowns are clearing the air. National Geographic. Retrieved from https://www.nationalgeographic.com/.Google Scholar
Gewirtz, P. (1996). On ‘I know it when I see it’. Yale Law Journal, 105(4), 1023–1047. doi: 10.2307/797245CrossRefGoogle Scholar
Gilbert, C. (2005). Unbundling the structure of inertia: Resource versus routine rigidity. Academy of Management Journal, 48(5), 741–763. doi: 10.2307/20159695CrossRefGoogle Scholar
Gilovich, T., Griffin, D., & Kahneman, D. E. (2002). Heuristics and biases: The psychology of intuitive judgment. New York: Cambridge University Press.CrossRefGoogle Scholar
Grigsby, S. (2018, February 25) Because Trump is too stupid to know just how stupid he is. Daily Kos. Retrieved from https://www.dailykos.com/.Google Scholar
Grudin, J. (2015). The rise of incompetence. Interactions, 23(1), 6–7. Retrieved from https://dl.acm.org/doi/pdf/10.1145/2854002.CrossRefGoogle Scholar
Halsnæs, K., & Verhagen, J. (2007). Development based climate change adaptation and mitigation-conceptual issues and lessons learned in studies in developing countries. Mitigation and Adaptation Strategies for Global Change, 12(5), 665–684. doi: 10.1007/s11027-007-9093-6CrossRefGoogle Scholar
Hambrick, D. C., & D'Aveni, R. A. (1988). Large corporate failures as downward spirals. Administrative Science Quarterly, 33(1), 1–23. doi: 10.2307/2392853CrossRefGoogle Scholar
Hansen, J. W. (1996). Is agricultural sustainability a useful concept? Agricultural Systems, 50(2), 117–143. doi: 10.1016/0308-521X(95)00011-SCrossRefGoogle Scholar
Harris, R. A. (1998). A note on the Max Planck effect. Rhetoric Society Quarterly, 28(4), 85–89. doi: 10.1080/02773949809391132CrossRefGoogle Scholar
Hatch, M. J. (2011). Material and meaning in the dynamics of organizational culture and identity with implications for the leadership of organizational change. In Ashkanasy, N., Wilderom, C. & Peterson, M. (Eds.). Handbook of organizational culture and climate (2nd ed., pp. 341–358). Thousand Oaks: Sage.CrossRefGoogle Scholar
Henriques, M. (2020). Will Covid-19 have a lasting impact on the environment? BBC Future. Retrieved from https://www.bbc.com/.Google Scholar
Intergovernmental Panel on Climate Change (2001). Climate change 2001: Synthesis report. Cambridge, UK: Cambridge University Press.Google Scholar
Jacobs, J., Sink, J., & Mohsin, S. (2020, April 13) Trump declares he has ‘total’ authority to reopen after virus. Bloomberg.com. Retrieved from https://www.bloomberg.com/.Google Scholar
Jacobsen, M. J. (2010). Leadership strategies dealing with crisis as identified by administrators in higher education. College Station, TX: Texas A&M University.Google Scholar
Jaeger, E. L. (2019). Not the desired outcome: Groupthink undermines the work of a literacy council. Small Group Research. doi: 10.1177/1046496419890684Google Scholar
Janis, I. L. (1972). Victims of groupthink; A psychological study of foreign-policy decisions and fiascoes. Boston: Houghton, Mifflin.Google Scholar
Janis, I. L. (1983). The role of social support in adherence to stressful decisions. American Psychologist, 38(2), 143–160. doi: 10.1037/0003-066X.38.2.143CrossRefGoogle ScholarPubMed
Johnstone, M. L., & Hooper, S. (2016). Social influence and green consumption behaviour: A need for greater government involvement. Journal of Marketing Management, 32(9–10), 827–855. doi: 10.1080/0267257X.2016.1189955CrossRefGoogle Scholar
Kahneman, D., & Frederick, S. (2005). A model of heuristic judgment. In Holyoak, K. J. & Morrison, R. G. (Eds.). The Cambridge handbook of thinking and reasoning (pp. 267–293). New York: Cambridge University Press.Google Scholar
Kelly, D., & Amburgey, T. L. (1991). Organizational inertia and momentum: A dynamic model of strategic change. Academy of Management Journal, 34(3), 591–612. doi: 10.2307/256407Google Scholar
Kets de Vries, F. M. (1989). Alexithymia in organizational life: The organization man revisited. Human Relations, 42(12), 1079–1093. doi: 10.1177/001872678904201202CrossRefGoogle Scholar
Kinley, R. (2006, April 7). Climate change and sustainable development: An international workshop to strengthen research and understanding: Keynote speech. UNFCCC News. Retrieved from https://unfccc.int/news/climate-change-and-sustainable-development-an-international-workshop-to-strengthen-research-and-understanding.Google Scholar
Kruger, J., & Dunning, D. (1999). Unskilled and unaware of it: How difficulties in recognizing one's own incompetence lead to inflated self-assessments. Journal of Personality and Social Psychology, 77(6), 1121–1134. doi: 10.1037/00223514.77.6.1121CrossRefGoogle ScholarPubMed
Kuhn, T. S. (1996). The structure of scientific revolutions (3rd ed.). Chicago: University of Chicago Press.CrossRefGoogle Scholar
Kuperman, J., Bárcenas, D. R., & Kuperman, M. N. (2019). Cipolla's game: Playing under the laws of human stupidity. arXiv at Cornell University. Retrieved from https://arxiv.org/pdf/1912.03268.Google Scholar
Leiserowitz, A. A. (2005). American Risk perceptions: Is climate change dangerous? Risk Analysis, 25(6), 1433–1442. doi: 10.1111/j.1540-6261.2005.00690.xCrossRefGoogle ScholarPubMed
Mannes, B. (2016). Groupthink is hurting America – Black lives matter and pizzagate are proof. The Hill. Retrieved from https://thehill.com/.Google Scholar
M'Gonigle, R. M., Jamieson, T. L., McAllister, M. K., & Peterman, R. M. (1994). Taking uncertainty seriously: From permissive regulation to preventative design in environmental decision making. Osgoode Hall Law Journal, 32(1), 99–169. Retrieved from https://digitalcommons.osgoode.yorku.ca/ohlj/vol32/iss1/4.Google Scholar
Mella, P. (2017). Intelligence and stupidity-The educational power of Cipolla's test and of the ‘social wheel’. Creative Education, 8(15), 2515–2534. doi: 10.4236/ce.2017.815174CrossRefGoogle Scholar
Myers, W. C., Gooch, E., & Meloy, J. R. (2005). The role of psychopathy and sexuality in a female serial killer. Journal of Forensic Science, 50(3), 652–657. doi: 10.1520/JFS2004324CrossRefGoogle Scholar
Nemeth, C., Brown, K., & Rogers, J. (2001). Devil's advocate versus authentic dissent: Stimulating quantity and quality. European Journal of Social Psychology, 31(6), 707–720. doi: 10.1002/ejsp.58CrossRefGoogle Scholar
Nicas, J., & Creswell, J. (2019, April 8). Boeing's 737 Max: 1960s design, 1990s computing power and paper manuals. The New York Times. Retrieved from https://www.nytimes.com/.Google Scholar
NOAA (2019). How big is the great pacific garbage patch? Science vs. myth. National Oceanic and Atmospheric Administration Office of Response and Restoration. Retrieved from https://response.restoration.noaa.gov/about/media/how-big-great-pacific-garbage-patch-science-vs-myth.html.Google Scholar
O'Brien, S. (October 3, 2014). 7 events that closed the NYSE. Dividend University. Retrieved from https://www.dividend.com/.Google Scholar
Ocasio, W. (1997). Towards an attention-based view of the firm. Strategic Management Journal, 18(1), 187–206. doi: 10.1002/(SICI)1097-0266(199707)18:1+<187::AID-SMJ936>3.0.CO;2-K3.0.CO;2-K>CrossRefGoogle Scholar
Ocasio, W., Laamanen, T., & Vaara, E. (2018). Communication and attention dynamics: An attention-based view of strategic change. Strategic Management Journal, 39(1), 155–167. doi: 10.1002/smj.2702CrossRefGoogle Scholar
OECD (2018). Climate-resilient infrastructure. OECD Environment Policy Papers No. 14, Paris: OECD Publishing. doi.org/10.1787/4fdf9eaf-enGoogle Scholar
O'Hara, P. A. (2003). Recent changes to the IMF, WTO and SPD: Emerging global mode of regulation or social structure of accumulation for long wave upswing? Review of International Political Economy, 10(3), 481–519. doi: 10.1080/09692290308426CrossRefGoogle Scholar
Olson, M. (1965). The logic of collective action: Public goods and the theory of groups. Cambridge: Harvard University Press.Google Scholar
Pappas, S. (2015, December 3). How stupid can you be? Science counts the ways. Live Science. Retrieved from https://www.livescience.com/.Google Scholar
Patriotta, G., Gond, J. P., & Schultz, F. (2011). Managing legitimacy: Controversies, orders of worth, and public justifications. Journal of Management Studies, 48(8), 1804–1836. doi: 10.1111/j.1467-6486.2010.00990.xCrossRefGoogle Scholar
Peter, L. J. (1984). The peter prescription: How to make things go right. New York: Bantam Books.Google Scholar
Peter, L. J., & Hull, R. (1969). The peter principle: Why things always go wrong. New York: William Morrow and Company.Google Scholar
Pettit, D., & Sheppard, J. P. (1992). It's not easy being green: The limits of green consumerism in light of the logic of collective action. Queen's Quarterly, 99(3), 328–350. http://www.queensu.ca/quarterly/.Google Scholar
Pomeroy, R. (2015). What is stupid? We now have a scientific answer. Real Clear Science. Retrieved from https://www.realclearscience.com/blog/2015/11/we_now_have_a_scientific_definition_of_stupidity.html.Google Scholar
Robert, K. W., Parris, T. M., & Leiserowitz, A. A. (2005). What is sustainable development? Goals, indicators, values, and practice. Environment: Science and Policy for Sustainable Development, 47(3), 8–21. doi: 10.1080/00139157.2005.10524444Google Scholar
Rollwage, M., Doland, R. J., & Fleming, S. M. (2018, December 17). Metacognitive failure as a feature of those holding radical beliefs. Report, 28(24), 4014–4021. doi: 10.1016/j.cub.2018.10.053Google ScholarPubMed
Rosenthal, U., Boin, R. A., & Comfort, L. K. (2001), The changing world of crisis and crisis management. In Rosenthal, U., Boin, R. A. & Comfort, L. K. (Eds). Managing crises: Threats, dilemmas and opportunities (pp. 5–27) Springfield: Charles C. Thomas.Google Scholar
Rutter, D. (2015, February 3). Rutter: Science finally proves you can't fix stupid. Post-Tribune. Retrieved from https://www.chicagotribune.com/.Google Scholar
Schoenberg, R., Collier, N., & Bowman, C. (2013). Strategies for business turnaround and recovery: A review and synthesis. European Business Review, 25(3), 243–262. doi: 10.1108/09555341311314799CrossRefGoogle Scholar
Seeger, M. W., Sellnow, T. L., & Ulmer, R. R. (2003). Communication and organizational crisis. Westport, CT: Praeger.Google Scholar
Sengupta, S. (2018, March 29). Biggest threat to humanity? Climate change, U.N. chief says. The New York Times. Retrieved from https://www.nytimes.com/.Google Scholar
Sheppard, J. P., & Chowdhury, S. D. (2005). Riding the wrong wave: Organizational failure as a failed turnaround. Long Range Planning, 38(3), 239–260. doi: 10.1016/j.lrp.2005.03.09CrossRefGoogle Scholar
Sheppard, J. P., & Young, M. (2007). The routes of moral development and the impact of exposure to the Milgram obedience study. Journal of Business Ethics, 75(2), 315–333. doi: 10.1007/s10551-006-9255-6CrossRefGoogle Scholar
Shiva, V. (2009). Soil not oil: Environmental justice in an age of climate crisis. Alternatives Journal, 35(3), 18–22. Retrieved from https://www.amherst.edu/media/view/184096/original/Soil-Not-Oil-Article-and-questions.pdf.Google Scholar
Sidhu, R. (2015). Beyond neoliberalism: Universities and the public good. Australian Review of Public Affairs. Retrieved from https://espace.library.uq.edu.au/view/UQ:377405/UQ377405_OA.pdf?dsi_version=6db5904b1222cc0203216a6cc096a7c7.Google Scholar
Simon, H. (1957). A behavioral model of rational choice, models of Man, social and rational: Mathematical essays on rational human behavior in a social setting. New York: Wiley.Google Scholar
Smart, C., & Vertinsky, I. (1977). Designs for crisis decision units. Administrative Science Quarterly, 22(4), 640–657. doi: 10.2307/2392406CrossRefGoogle ScholarPubMed
Sneddon, C., Howarth, R. B., & Norgaard, R. B. (2006). Sustainable development in a post-Brundtland world. Ecological Economics, 57, 253–268. doi: 10.1016/j.ecolecon.2005.04.013CrossRefGoogle Scholar
Spicer, A., & Böhm, S. (2007). Moving management: Theorizing struggles against the hegemony of management. Organization Studies, 28(11), 1667–1698. doi: 10.1177/0170840606082219CrossRefGoogle Scholar
Staw, B., Sandelands, L., & Dutton, J. (1981). Threat rigidity effects in organizational behavior: A multilevel analysis. Administrative Science Quarterly, 26(4), 501–524. doi: 10.2307/2392337CrossRefGoogle Scholar
Sternberg, R. J. (2002). Smart People are not stupid, but they sure can be foolish: The imbalance theory of foolishness. In Sternberg, R. J. (Ed.). Why smart people can be so stupid (pp. 232–242). New Haven, CT: Yale University Press.Google Scholar
Stigler, G. (1971). The economic theory of regulation. Bell Journal of Economics, 2(1), 3–21. doi: 10.2307/3003160Google Scholar
Stopford, J. M., & Baden-Fuller, C. (1990). Corporate rejuvenation. Journal of Management Studies, 27(4), 399–415. doi: 10.1111/j.1467-6486.1990.tb00254.xCrossRefGoogle Scholar
Sunstein, C. R., & Zeckhauser, R. J. (2011). Overreaction to fearsome risks. Environmental and Resource Economics, 48(3), 435–449. doi: 10.1007/s10640-010-9449-3CrossRefGoogle Scholar
Swift, T. A., & West, M. A. (1998). Reflexivity and group processes: Research and practice. Sheffield, UK: University of Sheffield.Google Scholar
Tversky, A., & Kahneman, D. (1974). Judgment under uncertainty: Heuristics and biases. Science (New York, N.Y.), 185(4157), 1124–1131. doi: 10.1126/science.185.4157.1124CrossRefGoogle ScholarPubMed
Ughakpoteni, P. (2015). Top Management and Leadership Antecedents of Corporate Sustainability Performance: A Scoping Review. doi:10.2139/ssrn.3107763CrossRefGoogle Scholar
Unger, S. (2000). Knowledge, ignorance and the popular culture: Climate change versus the ozone hole. Public Understanding of Science, 9(3), 297–312. doi: 10.1088/0963-6625/9/3/306CrossRefGoogle Scholar
United Nations. (1992). United nations framework convention on climate change. Rio de Janeiro: United Nations. Retrieved from https://unfccc.int/process-and-meetings/the-convention/what-is-the-united-nations-framework-convention-on-climate-change.Google Scholar
United Nations Department of Public Information. (2015). Sustainable development goals. United Nations Department of Public Information: Sustainable development goals knowledge platform. Retrieved from https://sustainabledevelopment.un.org/?menu=1300.Google Scholar
Vashdi, D. R., Bamberger, P. A., Erez, M., & Weiss-Meilik, A. (2007). Briefing-debriefing: Using a reflexive organizational learning model from the military to enhance the performance of surgical teams. Human Resource Management, 46(1), 115–142. doi: 10.1002/hrmCrossRefGoogle Scholar
Wagner, G., & Zeckhauser, R. J. (2012). Climate policy: Hard problem, soft thinking. Climatic Change, 110(3), 507–521. doi: 10.1007/s10584-011-0067-zCrossRefGoogle Scholar
Wagner, R. K. (2002). Smart people doing dumb things: The case of managerial incompetence. In Sternberg, R. J. (Ed.), Why smart people can be so stupid (pp. 42–63), New Haven, CT: Yale University Press.Google Scholar
Walsh, B. (2015, December 8). This is how much money it will cost to save the world, hint: It's a lot more than we're currently spending. Mother Jones. Retrieved from https://www.motherjones.com/.Google Scholar
Weick, K. E. (1996). Drop your tools: An allegory for organizational studies. Administrative Science Quarterly, 41(2), 301–313. doi: 10.2307/2393722CrossRefGoogle Scholar
West, M. (2000). Reflexivity, revolution, and innovation in work teams. In Beyerlein, M. M. & Johnson, D. A. (Eds.). Product development teams (pp. 1–29). Stanford, CT: JAI Press.Google Scholar
White, R. (2006). You can't fix stupid. On You can't fix stupid [CD]. Los Angeles: Image Entertainment.Google Scholar
Whyte, W. H. (2002). The organization man. Philadelphia: University of Pennsylvania Press.CrossRefGoogle Scholar