‘Synergizing Paradigms’를 사랑하는 직원들은 업무에 서툴 수 있다
Source: Slashdot
Introduction
Cornell University makes an announcement: Workers who love “synergizing paradigms” might be bad at their jobs. The article notes that “employees who are impressed by vague corporate‑speak like ‘synergistic leadership’ or ‘growth‑hacking paradigms’ may struggle with practical decision‑making,” according to a new Cornell study.
Study Overview
The research, published in the journal Personality and Individual Differences (link), was conducted by cognitive psychologist Shane Littrell. He introduced the Corporate Bullshit Receptivity Scale (CBSR), a tool designed to measure susceptibility to impressive‑but‑empty organizational rhetoric.
To examine whether corporate buzzwords are actually harmful, Littrell created a “corporate bullshit generator” that produces meaningless but impressive‑sounding sentences such as:
“We will actualize a renewed level of cradle‑to‑grave credentialing.”
“By getting our friends in the tent with our best practices, we will pressure‑test a renewed level of adaptive coherence.”
More than 1,000 office workers were asked to rate the “business savvy” of these computer‑generated statements alongside real quotes from Fortune 500 leaders.
Key Findings
- Paradox of Perception: Workers who were more susceptible to corporate BS rated their supervisors as more charismatic and “visionary.”
- Cognitive Performance: The same group scored lower on measures of analytic thinking, cognitive reflection, and fluid intelligence.
- Decision‑Making: Higher receptivity to corporate BS correlated with poorer performance on a test of effective workplace decision‑making.
- Job Satisfaction: Despite lower cognitive scores, these workers reported higher job satisfaction and felt more inspired by company mission statements.
- Spread of Jargon: Individuals more likely to fall for corporate BS were also more likely to disseminate it to colleagues.
Implications
The study suggests that employees who are most excited and inspired by “visionary” corporate jargon may be the least equipped to make effective, practical business decisions for their organizations. This paradox highlights a potential mismatch between enthusiasm for buzzword‑laden communication and actual workplace competence.