By continuing to use the site, you agree to our use of cookies and to abide by our Terms and Conditions. We in turn value your personal details in accordance with our Privacy Policy.
Please log in or register. Registered visitors get fewer ads.
'“There’s a lot of useful things about the way people in a certain company speak to each other. But it becomes problematic when that turns into nonsense that’s used for misleading purposes,” Shane Littrell, a postdoctoral researcher and cognitive psychologist at Cornell University who authored the study, said. “It’s the people that can’t tell the difference that seem to have the most problems.”
To test the impact of corporate bullshit on workers, Littrell developed a “corporate bullshit generator” that generates statements such as “we will actualize a renewed level of cradle-to-grave credentialing”, creating “a hyper-connected, frictionless, and impact-minded global enterprise” all while “getting our friends in the tent with our best practices, we will pressure-test a renewed level of adaptive coherence”.
After mixing quotes created by the generator with real quotes from Fortune 500 company leaders, Littrell asked 1,000 office workers to rate each statement’s “business savvy”.
In one study, Littrell presented each participant with different scenarios they would encounter in a workplace and asked them which decisions they would make in those scenarios.
When it came to measuring actual influence on the job, those who fell for corporate bullshit displayed lower scores on analytical thinking, reflection and fluid intelligence.
Littrell used results from the four studies to construct and develop the “Corporate Bullshit Receptivity Scale”, a tool for researchers and practitioners to examine the causes and consequences of receptivity to bullshit in organizations.
“The people that are the most susceptible to the corporate bullshit tended to choose the worst solutions to those problems on a consistent basis,” Littrell said.'
Peer-reviewed confirmation that the emperor has no clothes, and the people admiring his outfit are also the ones setting strategy.
Going forward, we need to leverage this insight to pressure-test our alignment around authentic value creation. By getting the right stakeholders in the tent, we can action a renewed commitment to calling things what they are while unlocking synergies across our BS-receptivity ecosystem.
It's not about the journey. It's about the scalable, frictionless, impact-minded journey.
Peer-reviewed confirmation that the emperor has no clothes, and the people admiring his outfit are also the ones setting strategy.
Going forward, we need to leverage this insight to pressure-test our alignment around authentic value creation. By getting the right stakeholders in the tent, we can action a renewed commitment to calling things what they are while unlocking synergies across our BS-receptivity ecosystem.
It's not about the journey. It's about the scalable, frictionless, impact-minded journey.
Peer-reviewed confirmation that the emperor has no clothes, and the people admiring his outfit are also the ones setting strategy.
Going forward, we need to leverage this insight to pressure-test our alignment around authentic value creation. By getting the right stakeholders in the tent, we can action a renewed commitment to calling things what they are while unlocking synergies across our BS-receptivity ecosystem.
It's not about the journey. It's about the scalable, frictionless, impact-minded journey.
To be fair, 'paradigm' was already being sunsetted as a strategic differentiator by Q3 1998.
We've since pivoted to a more agile lexicon, better positioned to deliver thought leadership at the intersection of disruption and meaninglessness. Paradigm was deprioritized following a strategic realignment; the ROI on it just wasn't shifting the needle anymore.
To be fair, 'paradigm' was already being sunsetted as a strategic differentiator by Q3 1998.
We've since pivoted to a more agile lexicon, better positioned to deliver thought leadership at the intersection of disruption and meaninglessness. Paradigm was deprioritized following a strategic realignment; the ROI on it just wasn't shifting the needle anymore.
We've moved on. The ecosystem demanded it.
Just to prove how prevalent it is, here's some live text I've just seen:
Luton council is embarking on a major strategic commissioning transformation journey. We want to improve performance and maximise value through a more consistent, integrated and outcomes-focused approach to commissioning and contract management and generate savings.
We are seeking a delivery partner who can work at pace alongside a cross council team to design and implement a coherent, high quality, and sustainable end to end model for strategic commissioning and contract management. This model will enhance financial sustainability, strengthen organisational capability, embed social value, and drive improved outcomes for residents. The programme will reinforce the council’s full commissioning and contract management lifecycle, ensuring social value commitments are consistently incorporated, monitored, and enforced from commissioning through to contract delivery.
The sad truth? I understood it completely at first run.
Just to prove how prevalent it is, here's some live text I've just seen:
Luton council is embarking on a major strategic commissioning transformation journey. We want to improve performance and maximise value through a more consistent, integrated and outcomes-focused approach to commissioning and contract management and generate savings.
We are seeking a delivery partner who can work at pace alongside a cross council team to design and implement a coherent, high quality, and sustainable end to end model for strategic commissioning and contract management. This model will enhance financial sustainability, strengthen organisational capability, embed social value, and drive improved outcomes for residents. The programme will reinforce the council’s full commissioning and contract management lifecycle, ensuring social value commitments are consistently incorporated, monitored, and enforced from commissioning through to contract delivery.
The sad truth? I understood it completely at first run.
But it's meaningless.
It could be referring to literally any service provided by the council. Libraries, bin collection, parking enforcement. It could be anything.
Just to prove how prevalent it is, here's some live text I've just seen:
Luton council is embarking on a major strategic commissioning transformation journey. We want to improve performance and maximise value through a more consistent, integrated and outcomes-focused approach to commissioning and contract management and generate savings.
We are seeking a delivery partner who can work at pace alongside a cross council team to design and implement a coherent, high quality, and sustainable end to end model for strategic commissioning and contract management. This model will enhance financial sustainability, strengthen organisational capability, embed social value, and drive improved outcomes for residents. The programme will reinforce the council’s full commissioning and contract management lifecycle, ensuring social value commitments are consistently incorporated, monitored, and enforced from commissioning through to contract delivery.
The sad truth? I understood it completely at first run.
I read that and I think there's £2m down the drain
I'm in the (un)fortunate position of working in a really non corporate field but being owned by a global corporate.
Brilliant and massively frustrating at the same time but the latter always seems to win the day. The soft and fluffy stuff they do superbly but when it boils down to needing to be agile, commercial and acting with common sense things fall down. The bods who rise to the top in our wider organisation are the one's who can talk this BS and it never ceases to amaze me how many lemmings climb on board in the hope of following said Chief BS'er up the ladder.
I'm a dinosaur and an outlier - don't conform to the BS but I know my way around the niche part of our industry so -make top notch margins. I can feel a looming shadow over me once those margins drop....... "thank you and goodbye".
Cherish and enjoy life.... this ain't no dress rehearsal
Just to prove how prevalent it is, here's some live text I've just seen:
Luton council is embarking on a major strategic commissioning transformation journey. We want to improve performance and maximise value through a more consistent, integrated and outcomes-focused approach to commissioning and contract management and generate savings.
We are seeking a delivery partner who can work at pace alongside a cross council team to design and implement a coherent, high quality, and sustainable end to end model for strategic commissioning and contract management. This model will enhance financial sustainability, strengthen organisational capability, embed social value, and drive improved outcomes for residents. The programme will reinforce the council’s full commissioning and contract management lifecycle, ensuring social value commitments are consistently incorporated, monitored, and enforced from commissioning through to contract delivery.
The sad truth? I understood it completely at first run.
...and yet Luton is still one of the biggest shìtholes in this green and pleasant land.
By continuing to use the site, you agree to our use of cookies and to abide by our Terms and Conditions.