the exception being possibly those organisation who depend on their (non-leader) members being creative (e.g. software development), but those are a pretty recent development.
No, they are not a pretty recent development at all. The historical common-case is leaders taking credit for the good thinking of their underlings.
And, frankly, your underestimation of the necessary intelligent thought to run most organizations is kinda... ugh.
No, they are not a pretty recent development at all. The historical common-case is leaders taking credit for the good thinking of their underlings.
I agree that there are (probably a lot of) cases where creative thinking from rank-and-file members helps the organization as a whole; however my claim is that obedience also helps the organisation in other ways (coordinated action, less time spent on discussion, less changes of direction), and cases where the first effect is stronger than the second are rare until recently.
i.e. (content warning: speculation ...
Another month, another rationality quotes thread. The rules are: