Related Experiment Video
Updated: Sep 2, 2025

Continuous Theta Burst Stimulation of the Posterior Medial Frontal Cortex to Experimentally Reduce Ideological Threat Responses
Published on: September 28, 2018
Dynamics of wilful ignorance in organizations
Mats Alvesson1,2,3, Katja Einola2,4, Stephan M Schaefer1
1Lund University, Lund, Sweden.
Abstract:
Contemporary society is obsessed with knowledge, leaving its less seductive counterpart, ignorance, in the shadows. However, as an expanding literature suggests, it is equally important to understand ignorance and consider its varieties. This study specifies the nature of wilful ignorance in organizations. It does so by (a) making a distinction between the will of an actor and the epistemic properties of ignorance, and showing how these two form a dynamic relationship, (b) linking wilful ignorance to its various drivers and (c) suggesting how our concept of wilful ignorance can be used in the study of organizations. Rather than reducing the phenomenon into a simple to know/to ignore dichotomy, we concentrate on its processual and dynamic nature. Moreover, we explore the complexities and ambiguity inherently involved in all knowing and ignoring as well as the role of agency in reducing the harmful effects of wilful ignorance in organizations.
Related Concept Videos
Groupthink
Cognitive Dissonance
Social Loafing
Levels of Communication II: Organizational, Public, and Group Dynamics
Hindsight Biases
Fundamental Attribution Error

