Smart And Stupid Analysis

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Have you ever tried to open your front door with your car remote? Have you ever thought you were the best employee, only to be betrayed by your boss? These are examples of how intelligent people can be stupid. Whether in the workplace or at home, peoples’ intelligence, ability, and competence do have an impact on others. This paper will examine the terms of “smart” and “stupid”, fallacious beliefs, and managerial competence and the affect they have upon others.
“Smart” and “Stupid” Sternberg (2002) described the terms of “smart” and “stupid” belonging to folk psychology. Thus, their meanings are vague, and dependent on the person and the circumstance. A common consensus is needed to combine both folk psychology terms and psychological concepts. …show more content…

526). She did not believe she had the intelligence to overcome the challenges of the lessons. Hence, she quit taking lessons. Teaching a belief of malleable intelligence has continued into my professional life. I belief in continual education, training, and motivating others to do the same. Along the employment road, I have encountered several adversities, challenges, and fixed intelligent people. I have learned that a person that has a belief in fixed intelligence can be changed to think differently about their setbacks. The clientele that I serve at my workplace are low income families. Usually, consisting of uneducated, single mothers with multiple children, trying to survive below the poverty line. Needless to say their fixed intelligence belief is strong, in that they will amount to nothing in life; so therefore, why try. I try to be a bridge to connect them to educational opportunities, resources, services provided to them, to wean them off the governmental …show more content…

My boss never complained about us, never micro managed us, and only fired one employee in the thirteen years I worked with her. She finally retired two years ago with all the pomp and circumstance she expected. During the interim time of filling her position, my co-workers and I discovered what sort of failing manger she really was. The department head (Ms. T) assumed her position during the interim. Phone calls started coming into Ms. T’s desk, of incorrect procedures, incorrect decisions, and appointments were being canceled. We were summoned to Ms. T’s office for a meeting. Ms. T practiced the five principals of problem solving as proposed by Kepner and Tregoe (1965). She started comparing what should happen to what is now happening. With incoming concerns, she was able to determine the discrepancy of what actually happened as compared to expected performance. Ms. T outlined our current problems in terms of what was not happening. Another problem area we had involved our computer software not working at a particular time of day; resulting in appointments being canceled. Ms.T researched and found a solution, comparing other departments and times of day this occurred. The final key principle Ms. T used was concerning the amount of problems and complaints the office was receiving, obviously caused by the recent departure of our past

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