Albright's law states: After incorporating a group of smart people into an organization, the result often becomes collective stupidity. Proposed by Carl Albrecht, an internationally renowned futurist, speaker and management consultant.
Deciphering Albright's law requires organizational IQ to activate the "brain power" of the organization, so that the organization has the ability to concentrate on accomplishing its mission. Unless an enterprise learns from learning to use collective intelligence to make the organization smarter, it may be surpassed by an organization that knows this well.
- Strategic vision. When organizational leaders can accurately state the company's philosophy and values, organizational intelligence will improve. At the same time, organizational leaders must have the ability to recreate the core concept of success as needed.
- Shaping a community with a shared future. When everyone agrees with the common mission, they can contribute and improve organizational intelligence. Once such a consensus is lost and everyone is in their own hands, it will cause the whole organization to have a lot of bugs.
- Change in time. Organizations that thrive due to change may have higher "organizational intelligence quotients" than organizations that stand still.
4. Teamwork. In a smart organization, roles, goals, rules, and tools are used to construct the current system to help employees achieve their goals. To improve the "organizational intelligence quotient" and make employees work together toward a common goal, structural deficiencies must be eliminated.
5. Knowledge configuration. In order for the organization's operations to be smart and effective, it must allow the organization to acquire useful knowledge everywhere, but it must also find a balance between trade secrets and other key skills, information and data. To improve organizational intelligence, new ideas and inventions must be encouraged. Once employees have better ideas, they must be allowed to actively challenge the status quo.
6. Performance pressure. In smart organizations, everyone feels pressured on their performance. If they can build a high degree of self-expectations and operational responsibilities that must be fulfilled on the ideal of overall success, employees will concentrate on their performance in the task.
In 1999, NASA’s meteorological satellite mission to Mars failed because one group of engineers used the metric units of kilometers and kilograms to write programs, while the other group used the imperial units of miles and pounds for calculations. As a result, even if the two teams cooperated seamlessly, the wrong line eventually happened. This example is a portrayal of "an organization full of pits and clever people, but in the end they do stupid things."
In January 1961, shortly after U.S. President Kennedy took office, CIA Director Alan Dulles came to the door to report: The CIA has drawn up a plan for Cuban exiles to land in the Bay of Pigs, and said that the plan was called "the smartest" Agent"-the deputy director of the CIA's plan, Richard Selby, presided over it. It lasted for three years and gathered the wisdom of the geniuses of the entire system, so the possibility of success is very high.
Kennedy approved the plan, but the facts are contrary to expectations:
1,400 Cuban exiles set off from Guatemala and landed in the Bay of Pigs on April 15, 1961. Unexpectedly, the Castro government had been waiting on the beach. As a result, the invasion ended with more than 100 deaths and more than 1,000 captured. It was the Bay of Pigs incident that shocked the world.
The Bay of Pigs incident caused the Kennedy administration to lose face, and it also caused the U.S. government to begin a comprehensive review of the attack plan from the "smart brain"-the Central Intelligence Agency. The result was not known, but the first trial was shocked: for example, in Du The plan of Luss and Selby clearly shows that there is an underground resistance organization of 2500 people lurking in Cuba, and there are more than 20,000 public supporters. For this reason, the invading army will obtain at least more than one-fourth of the Cubans. Support, but until the end of the war, the people in these plans did not appear.
For example, the plans of Dulles and Selby claim that if the invasion fails, the invaders can escape into the mountains and forests without difficulty and continue guerrilla warfare. But anyone who has been to Cuba knows that the planned deep mountains and old forests, the Escambría Mountains, are 80 miles away from the Bay of Pigs, and there are also a large stretch of impenetrable swamps and jungles. For exiles in the jungle field, crossing this open area is really an impossible task.
Based on the above-mentioned good wishes, the CIA’s plan to "invade and defeat Castro’s 200,000 troops and militias with 1,400 Cuban exiles" passed the U.S. Department of Defense and Staff The series of hurdles such as the Long Joint Conference and the White House were finally implemented without compromise.
"Why would such a smart person come up with such a stupid idea?" Kennedy, who knew the truth, couldn't help lamenting. "In my life, I have understood that it is best not to rely on so-called experts. How can I be so stupid? Let them do whatever they want?"
Of course, in the history of the CIA, Selby was an extremely smart and capable person anyway. He allowed the CIA to gather talents. He made the CIA the most powerful agency in the United States and indirectly improved the entire The power of the cold war.
Of course, the tiger also has a nap. Perhaps the entire Bay of Pigs project is a masterpiece that slipped out of Selby's brain nap, but how can this masterpiece pass the test and be invincible?
Perhaps the key is that the people around Selby are also smart people. They may be very aware of the problems in the plan, but they are obviously more reluctant to be sent by Selby to the deep mountains and forests of Cuba to conduct field investigations, and then go to The enthusiastic Cuban exiles poured cold water and finally became a double-faced outsider.
So not only the CIA, smart people throughout the United States yelled for the brilliance of the plan, while on the other hand they insisted on "the United States cannot participate in the operation" and never wavered.
The biggest difference between smart people and stupid people is that smart people will pretend to be stupid at the expense of others.
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