Rumbling on performativity_Frits Simon

discussions as the deadline came near. To avoid misunderstanding: in the meantime
definitions became clear, for the values of most of the targets on success of study and
quality we had consensus and the overarching profile (Technology and Care) was
agreed upon. I was ready ... I thought.
The last but one version of the document was commented by representatives of the
Netherlands Association of UAS’s and by Paul Broersen who returned from sick leave
the 27th. According to Paul less details, more directly embedding in the social economic
regional developments, more ambitiousness on the targets and more self-evident
self-confidence should dominate the document. As a result I produced a document in
which all the performance agreements became connected into a coherent perspective
on what we had to offer and promised. The agreements had got a final structure in
which audacity was connected with matter-of-fact policy.
May: all birds lay an egg
The 2nd was a final meeting with the senior managers and the members of the board
about the performance agreements. The present managers – those not being on
holiday - gave some final remarks and the document was concluded. After the final
editing the document was sent to the State Secretary and spread throughout the UAS.
A few days later one earlier involved colleague sent me an e-mail with his compliments
for the document.
June: betting on sprouts
Given the ultimate importance of the performance agreements I suggested Paul
Broersen that we should try to integrate our standing programme regarding the core
values (chapter 4) with the way we start to work on the performance agreements. I
emphasized that we should not overload the organization with many different initiatives
and we should concentrate on our main objectives. He agreed to that. Thereafter
I contacted the only director which had shown interest in the new project we had in
mind regarding the core values. Serendipitously this director was Fiona Cornips.
Together we produced a document in which we emphasized that to our view a planned
change for the performance agreements would not work and we should strive
towards an open culture in which professionals have a large scope for developing
education and research. We pleaded for reliance on self-organization supported by
organization wide communication about creative solutions and results. The document
we produced was used by the members of the board for their discussions about the
communication and realization of the performance agreements.
September: first leaves falling
I tried to influence the communication about the performance agreements in two
ways. At the request of Paul Broersen I reflected upon the board’s intended own
performance agreements for the year 2012-2013. I judged that their only message
appeared to be more control (even total control) and that an invitation for openness
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