Rumbling on performativity_Frits Simon

usyness and glamour of the ambitions (Raad, 2008) or in seeing things differently
(Firth and Leigh, 1998). Some colleagues acknowledged that I am some sort of an
organizational jester. The core-business of an organizational jester is traditionally
described as “the ability to access truth lying hidden and undiscovered in the blind
spots ... (and to) ... uncover actions that can be taken to address real-world situations.”
(Riveness, 2006: 412).
This present-day description corresponds with the position which is attributed to a
jester throughout history. The word jester originates from merry fellow and teller of
tales. In Europe ‘jester’ is used from about the 14th century (Online Etomology Dictionary,
2012). Historically jesters were to be found on the courts of kings and emperors.
From China, India to Europe they were some sort of a provision for the king or emperor
to protect him (or her) from pride and conceit. For the less powerful the jester was
an entrance to the king or emperor as the jester himself often symbolized the less
fortunate through his appearance. A jester was allowed to say what other people only
could think and he was allowed to mock authority (Otto, 2001). In a highly strategic
environment as a court, where lip reading became an art (Elias, 1969), the jester reduced
tensions and opened doors. Apparently in early 20th century sociology the modern
jester was indicated as the stranger who due to his bird’s-eye view was less
burdened with bias (Simmel, 1908). Or otherwise he was seen as a member of the so
called ‘freischwebende Intelligenz’, highly educated citizens who were loosely connected
with their community, had no strong convictions, saw no harm in synthesizing
different opinions and got their inspiration from the ‘Bildungs’- ideal of the 19th century
(Mannheim, 1978; Schüller, 2006).
“I see, I see what thou not sees”
Although there are signs that a corporate jester is badly needed nowadays in modern
organizations (Heuvel, 2012; Raad, 2008; Veth, 1998), it appears that the corporate
jester as such has disappeared from the organizational landscape. In an historical
overview of the development of the profession of consultant one can read that the
consultants became hired in by large corporations because it was assumed that they
could see things nobody else could see any more within the organizations (Hellema
and Marsman, 1997). Apparently consultants were hired in to uncover blind spots. So it
is interesting to explore if consultants have become the corporate jesters. A brief
overview of the development of this profession and a first critical assessment of
theories of change which serve as the discursive or rhetorical dimension of advisory
work, will enable me to have a start for the answer to the question whether organization-advisors
are the present day corporate jesters or whether nowadays the advent
of a new kind of adviser would be sensible. Answering this question will also help to
clarify my position as an adviser.
Maybe from around 1900 in modern organizations the seat of jesters is for a greater
part occupied by advisers or consultants, as apparently they started to work from the
perspective “I see, I see what thou not sees.” (Hellema and Marsman, 1997: 15). Organi-
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