The double meaning of ‘rumbling on’ indicates what this thesis is about. It means that something ceaselessly carries on and apparently is unstoppable. ‘Rumbling on’ also means that things are fussed around or doctored with. ‘Performativity’ is the thing that rumbles on and is rumbled on. Generally speaking ‘performativity’ refers to a way of formulating and implementing policy in which efficiency is leading and substance hardly matters. Performa-tivity is also known as New Public Management; a management-philosophy which champi-ons and advances efficiency within organizations by means of budgetary and performance-oriented control.
Research into policymaking from the position of the observing participant
I did research into the way policy evolved in the University of Applied Sciences (UAS) I work for. At the time of the research I worked as an adviser to the Executive Board. I was curious about which and how policy evolve. My curiosity was nourished by my paradoxical experience - in different positions within the UAS - that apparently ‘we’ never do the right things, yet ‘we’ are highly ranked in national rankings and still ‘we’ often accomplish something else as intended. I became curious about what really happens, about how and which things evolve in daily practice.
The policymaking I did research into was about a project on identity-management, about the drawing up of performance agreements with the Ministry of Education and about an explor-ative discussion about the organization of constructive dissent. Constructive dissent is a concept that also came up from the Ministry of Education.
In this policymaking I was intensively involved as programme, project and discussion lead-er. Therefore my research is done from the position of observing participant. This kind of research has its own methodological background and elaboration. In a broad sense this kind of research is labelled as social constructionist, reflexive, narrative, auto-ethnographic or insider research. My research is done from a complex responsive process perspective (Stacey, Griffin, Shaw), research which can be qualified as insider research. This specific perspective has been developed at the University of Hertfordshire (UK). In 2010 this kind of research has been introduced in the PhD school of Management of the Open University in Heerlen (NL).
Radically reflexive research: theoretical orientations – criteria of scientificality – ethi-cal responsibility
The specific methodological background demands other than the usual criteria to be able to speak of a scientific approach. Validity and generalizability are normally demanded, how-ever for this kind of research different criteria are appropriate. In chapters 1 and 2 I elabo-rate extensively on the demands for this kind of research in order to gain a certificate of scientificality.
To comprehend these different criteria it must be clarified that research from a complex responsive process perspective opts for a different idea about the status of reality (ontology) and the way this reality is understood (epistemology). Shortly, from this perspective it comes down to the proposition that the way reality is perceived has consequences for what is reality is. Reality is not approached as something of its own. The way of perceiving reali-ty evolves out of the many interactions among people. In these interactions social patterns evolve which produce more or less shared meanings and thus become real. From the phi-losophy of science this perspective is termed as a social realistic point of view.
Nourished from a pragmatic-philosophical basis (Mead) and by analogy of a complexity approach (Prigogine) from a complex responsive process perspective it is postulated that our social reality continuously changes, and is unpredictable and uncertain. Our social reali-ty does not evolve in a rational and planned way, but crystallizes so to speak ‘behind our back’ out of our many interactions (Elias). The interactions are approached as permeated by the micro-political actions of all involved (Foucault); in the many interactions micro-power is always at issue.
Three narratives are the empirical basis of my research. As an observing participant I de-scribe what evolved regarding the mentioned before subjects in a specific group of people which is involved. In the narratives policymaking becomes apparent. More specific: I de-scribe what happens in the interactions and to which results these interactions lead. Subse-quently the narratives are made reflexive by analysing them by using existing literature on the subjects, amongst others for to demonstrate what from a complex responsive process perspective can be understood differently. In the three narratives it becomes clear that re-sults do not evolve in a rationally planned way, but are the result of emerging developments within the group of the involved people. The results cannot be reduced in a causal or linear fashion from the way they evolve. Moreover, I am part in this emergence because my re-search is not done from an outsider’s position but from an insider’s position.
Regarding the narratives emergence also reflects the analyses and reflexive labour. As my research progressed three themes became apparent. These are themes which apparently play there part in the UAS I work with regard to policymaking, with regard to way I practise my role as adviser and with regard to themes which are connected to Higher Education. Being reflexive towards what thematically presents itself in an emerging way, contributes to learn to understand something different about my daily practice. As such my movement of thought is part of the practised research methodology.
Taken everything together makes that I qualify my research as radically reflexive. Radically reflexive research aims at clarifying the taken for granted assumptions of the researcher, within existing scientific literature and within local situations. However, this clarification is not meant to promote a radical change of the course, but enables to make apparent what could have been possible and what is excluded in the course of things.
Logically the fact that a local situation is researched into by a participating insider demands for different criteria than validity and generalizability. By means of the discussions and experiences within the tradition of auto-ethnographic research I formulated different crite-ria.
1. The research should testify of an analytical and reflexive approach of the narratives, in which the partiality of the researcher and his or her development in thinking must become apparent.
2. The researcher should as an observing participant be a full member of the different com-munities he or she researches into. The position of insider must be certain.
3. The narratives should offer a clear, stimulating, challenging, careful and enriching per-spective on situations and social interactions about which is reported. For the involved in the situations the narratives should be plausible from the perspective of the researcher.
4. The research should be transferable, implying that the analyses, the reflections and the findings should resonate with the reader, and with people which more or less are working in comparable situations.
Due to the insider’s position of the researcher the attention being paid to ethical responsibil-ities should be considerable. The people concerned must have consented to being present in the narratives, they must have had an opportunity to take notice of the narratives and if wished for to propose corrections. Moreover, personal privacy and discretion concerning some issues must be guaranteed. Of course there also is a responsibility for the reader: the reader should appreciate the care and openness of all the involved instead of depreciating the course of things.
With the different theoretical orientations, the criteria for scientificality and the acknowl-edged ethical responsibility the context is sketched for the chapters in which the narratives are point of departure.
The taken for granted assumptions of the researcher
It is logic at the start of radically reflexive research to consider two subjects. First of all the taken for granted assumptions of the researcher. Who is he or she and who does the research and with what kind of opinions and experiences? Secondly the question is by what he or she is troubled in his or her local situation and why?
In chapter 3 I give a sketch of my social genesis, of my – rather philosophical – perspective on my existence, my career, the choices I made at different times and of what I experience as problematic in my work at the time of starting my research. After all, within a radically reflexive approach that which is assumed to be the matter (ontology) is seen as connected to the way it is perceived or experienced by somebody (epistemology). And the way somebody perceives does not come out of the blue, but entails a social history.
Roughly speaking I present myself as someone who in due course of his life has developed an allergy for unsubstantial authority, as someone who in his career as a manager always kept a bit of an ambivalent attitude with regard to the appreciation and effectiveness of a manager and as someone who with regard to an organizational philosophy is inspired by ideas about co-creativity and wisdom of the crowd. Therefore from my perspective the en-gagement of employees with their organization is important with regard to the chances on success of changes within organizations. In former projects in which I had the lead I tried to arrange engagement and also now engagement is an evident point of departure for me. From my perspective in the UAS I work for I notice a constant wavering between a top down and bottom up approach with regard to policymaking.
The research into what happens in situations and what is produced in policymaking is the subject of the next three chapters of which the narratives are the point of departure. In the narratives, the analyses and the reflections it becomes apparent in which way my taken for granted assumptions play their role in what happens. Only that already is an element of un-predictability that clarifies that policymaking is no rational and planned act.
Making sense of an internal branding project
To innovate the marketing policy a project was started with as a point of departure that the marketing of an organization only makes sense if internally is lived up what is promised in the outside world. Therefore the first objective of the project became to articulate the actual present brand values, to be followed by trying to raise awareness of the employees of what connected everybody (process of internal branding). The raised awareness would help to reinforce the identity of the UAS and amongst others help to secure and to reinforce the market position.
In the narrative (chapter 4) I recount how within a period of 10 weeks the coordination team of the project drew up conclusions and recommendations for the Executive Board. These conclusions and recommendations concerned an evaluation of the effectiveness of the pro-ject, after two years of the start of the project. To what degree the brand values were recog-nized and shared ? And were they experienced as steering? These were the basic questions for the evaluation.
In the narrative becomes apparent how in the ongoing interactions among the members of the coordination team an amount of interpretations about the evaluation were construed. In due course the interpretations which were attributed to the evaluation shifted with regard to content and implication. A eye catching shift was for instance that the members of the team started to talk about core values instead of brand values. A shift which in principle substan-tially increased the normative impact of the project.
Although the different members of the coordination team had different opinions and differ-ent interests, after 10 weeks there was a shared set of conclusions and recommendations. Moreover, the consensus had evolved in rather great harmony. Because conclusions and recommendations are a matter of policymaking it was interesting to analyse and to reflect upon what had happened. With for me as a researcher and adviser an important note, namely that we had drawn recommendations and conclusions in which at least partly I could not find me, but had agreed to. Moreover, I already had some serious doubts about the meaning-fulness and attainability of this sort of projects. Apparently the recommendations and con-clusions had organized themselves.
To explain why after 10 weeks we shared recommendations and conclusions I went into psychology. Concepts like social contagion and the avoidance of cognitive dissonance clari-fy how in cooperation among people something common evolves without control or plan-ning of the people involved. Moreover, one can speak of interdependency which stimulates to make compromises, in which is calculated what will be attainable for the others involved and more specific for the client (in this case the Executive Board). Social contagion and cognitive dissonance clarify what is to be found about responsivity and interdependency in the work of Elias and Mead. The recommendations and conclusions entail traces of micro-political processes; they testify from ongoing negotiations about what would be presented as ‘the truth’.
For me a question about the nature of my position became a hot issue. After all, I had some doubts about the project, I had some strong opinions about how to develop policy and I - despite ‘myself’- participated in this project and agreed to a lot of things. Reflecting on these questions it appeared that everybody, neither I, despite my co-creative intentions, do not control interactions nor control why I am asked to do some tasks. A complex responsive process perspective helped to clarify what is happening. The question was raised whether if I functioned as a corporate jester within the UAS, the one who combines being recalcitrant and flexible and thus employable in some sort of projects. A next project helped to clarify this issue.
Drawing up performance agreements
Together with a colleague I was asked to organize the drawing up of performance agree-ments. Performance agreements are agreements which every UAS had to make with the Secretary of State of Education in 2012. Under pain of a budgetary reduction every UAS had to formulate (and realize) an amount of ambitions with regard to the quality of education, the personnel and the profiling of the UAS within the own region. As such these perfor-mance agreements are rather coercive with regard to the policymaking of a UAS.
In the narrative (in chapter 5) about the months in which the performance agreements were drawn up, I recount the internal political - sometimes Babylonian - process within senior management, as far as experienced by me. Moreover, it becomes apparent in which way the organization with regard to the available information and the existing policy related to what was demanded by the performance agreements. In the way these topics were handled mutual relations and the process of decision making became visible, a way of decision making sometimes supported by lucky coincidences. In the narrative is to observe which folds are smoothed over in the final document regarding the performance agreements.
With respect to my position and my acting I again asked the question if in my work as an adviser traits of a jestership were to be recognized. To explore I related my work to the work of a consultant, a profession which evolved from the beginning of the twentieth centu-ry. I explored and criticized the role of an adviser from a complex responsive process per-spective. In the process of drawing up the agreements complex responsivity became appar-ent by mapping which unforeseen occurrences and the way micro-power within interde-pendent relations, ‘helped’ to bring about the final results. The perspective on the efforts of a jester was accentuated. In a foolish and unpredictable world - in which Higher Education is subjected to a way of producing education comparable to the way McDonalds produces food - the jester appeared of use as a non-threatening mediator among a lot of different points of view. Although, by reading about the presence of a bricoleur new questions about my jestership evolved. In chapter 7 I will come back to that.
Consent about dissent
The intensive journalistic and political attention paid to mismanagement in amongst others some educational institutions put the subject of jestership also on the agenda of the Execu-tive Board. An appointment of me as a Corporate Critical Friend was considered, as one of the possibilities to prevent abuses. For different reasons this idea was abandoned.
In the narrative (in chapter 6) I recount about what discussions arose about the idea of con-structive dissent. Stimulating constructing dissent is a topic which is put on the agenda by the Ministry of Education in order to prevent mismanagement in Higher Education. The discussions were held within the Executive Board, within in and sometimes together with a think tank which I organized to that purpose. It appeared to be easier to discuss about the necessity of dissent, than to have a dissenting discussion about a topic. Hierarchy, power and strategy remained present in every conversation. From an exploration of literature I learned that the approach of power issues from the tradition of Critical Management Studies is rather unilateral and linear. As if management is the big wrongdoer and every times finds ways to push through its interests. From an analysis and a reflection from a complex re-sponsive process perspective it became clear that management is no monolithic entity and as everybody wrestles with the style of management which is imposed by for instance the performance agreements. This wrestling happens all the time and an important conclusion is that one should find more opportunity to dwell on what we ‘actually’ are doing.
The final
The analyses and reflections upon the narratives stimulated to understand differently the daily practice of my work. To learn to understand differently - movement of thought – is as indicated part of the research methodology. The acquired insight is presented at the end (in chapter 7) with the purpose of describing what is going on in my job. Apart from that I ac-count for the research and the used methodology.
In my research it became clear that within the UAS in different places people wrestle with what I called performativity. The unilateral emphasis on efficiency as the controlling prin-ciple is debated and no fixed matter. Moreover, it appeared that management is no mono-lithic entity and different of the involved colleagues wrestle to render meaning to the poli-cy. A need is articulated to dwell on what is happening. To interrupt once and a while daily business could help.
Apart from that I conclude that my responsibilities have less the traits of a jestership but more affinity with what is described as a bricoleur. A bricoleur is a handyman within an organization which on a pragmatic base is able to connect different opinions. However, an important addition compared with existing literature is, that a bricoleur should be blessed with quite some irony to put into perspective the different points of view, and the unilateral emphasis on efficiency related to performativity.
It appeared that performativity is a debated way of policymaking because it is experienced as a meaningless intrusion. Therefore I was able to connect my research with a nationwide discussion about educational reform. I did this by holding up to the light the plans of the association “Beter Onderwijs Nederland” to conclude that these plans are only a continua-tion and intensification of the performativity cult, in which the importance of the voice of professionals in the debate is denied and subscribed to in a paradoxical way.
With regard to policymaking I conclude that policy evolves in an unpredictable way. If in-tended policy should become reality than I suggest that for managers it is far more im-portant to participate in the daily micro-political reality than to spread some blueprints from behind their desks.