Rumbling on performativity_Frits Simon
Rumbling on performativity_Frits Simon
Rumbling on performativity_Frits Simon
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(Kleijnen, 2012: 33).To my idea this identified competiti<strong>on</strong> c<strong>on</strong>firms that in practice<br />
change is a many voiced affair with competitive c<strong>on</strong>tributi<strong>on</strong>s from different perspectives.<br />
In the discussi<strong>on</strong>s regarding the evaluati<strong>on</strong> report different perspectives can be recognized.<br />
Inez Reker doing research into the effectiveness of our policy, advices to rec<strong>on</strong>sider<br />
the internal branding programme because of the apparently failure of its internalizati<strong>on</strong><br />
approach. In the positi<strong>on</strong>s taken by Cees Corte <strong>on</strong>e can see a slight<br />
repositi<strong>on</strong>ing from a top down to a more bottom up perspective <strong>on</strong> identity-management.<br />
Remarkable is that generally speaking the members of the coordinati<strong>on</strong> team<br />
have little affiliati<strong>on</strong> with a str<strong>on</strong>g top down approach, and <strong>on</strong>e can see that rec<strong>on</strong>sidering<br />
the programme from that perspective is repressed by the team in the discussi<strong>on</strong>s.<br />
The effect of all the discussi<strong>on</strong>s is that the c<strong>on</strong>clusi<strong>on</strong>s and recommendati<strong>on</strong>s – as<br />
illustrated before in the shifts – can be characterized as a mixture of c<strong>on</strong>trol-oriented<br />
and flexibility-oriented approaches. There is no winner, although given the repressi<strong>on</strong><br />
in the recommendati<strong>on</strong>s of a strict internalizati<strong>on</strong> approach <strong>on</strong>e could say that at least<br />
<strong>on</strong>e player is down.<br />
Given the discursive battle it becomes clear that the c<strong>on</strong>clusi<strong>on</strong>s and recommendati<strong>on</strong>s<br />
made up by the members of the coordinati<strong>on</strong> team define reality in a broader<br />
perspective. The c<strong>on</strong>clusi<strong>on</strong>s and recommendati<strong>on</strong>s are not solely about the branding<br />
programme and its c<strong>on</strong>tinuati<strong>on</strong>, but also take positi<strong>on</strong> <strong>on</strong> how to manage the UAS or<br />
the way changes should take place. In other words: in principle and in practice the<br />
members of the coordinati<strong>on</strong> team try to talk each other into each other’s discursive<br />
perspectives <strong>on</strong> reality (Shotter, 1993).<br />
C<strong>on</strong>tradictory compromises<br />
In reformulating the discussi<strong>on</strong>s about the c<strong>on</strong>clusi<strong>on</strong>s and recommendati<strong>on</strong>s I experience<br />
the results as c<strong>on</strong>tradictory. I experience the results like the classical paradox of<br />
‘be sp<strong>on</strong>taneous’. The other members of the coordinati<strong>on</strong> team see open c<strong>on</strong>versati<strong>on</strong>s<br />
as an expressi<strong>on</strong> of what is signified as openness within our core values. For me<br />
open c<strong>on</strong>versati<strong>on</strong>s also are an expressi<strong>on</strong> of my perspective <strong>on</strong> how changes should<br />
be initiated. From my defaults or taken for granted assumpti<strong>on</strong>s as described in chapter<br />
3 I favour open c<strong>on</strong>versati<strong>on</strong>s as a way of co-creative development of the UAS.<br />
However, at the same time my preferences get intermingled with other perspectives,<br />
because we proposed to install the core values into all of our policy making for instance<br />
into our procedures for job applicati<strong>on</strong> or yearly evaluati<strong>on</strong>s. As a matter of fact the<br />
c<strong>on</strong>clusi<strong>on</strong>s and recommendati<strong>on</strong>s of the coordinati<strong>on</strong> team promote an instrumental<br />
perspective <strong>on</strong> identity-management. That is what for me feels like the paradox of<br />
planned sp<strong>on</strong>taneity. I think this emerged somehow unavoidably out of the discussi<strong>on</strong>s<br />
because of the different perspectives <strong>on</strong> identity-management intermingled with<br />
perspectives <strong>on</strong> how to develop or change an organizati<strong>on</strong>.<br />
4. Sense making in and of the internal branding project | 99