Rumbling on performativity_Frits Simon

ight way this time. These strategy maps are meant as the first step in the realization
of the performance agreements to come from ‘intangible assets to tangible outcomes’
(Kaplan and Norton, 2004). Accommodation to these processes probably will be the
rule, a critical reflection on how and why given former results on planned change may
only occur fragmentarily. I suppose as everywhere we have managers who assume
that they cannot afford to lose control. Although - learning from a complex responsive
process-perspective - control is an illusion (Groot, 2010b).
The mentioned managerial accommodation might run a risk in producing ‘synthetic
personas and paste board passions’ as far it concerns the performance agreements.
Accommodation which will be reinforced by social contagious processes through
which instruments are accepted (Taleb, 2008). Still, I suppose that behind the paste
boards efforts will be undertaken to guarantee quality of education. The performance
agreements will be the public transcript (Scott, 1990) in which everybody will translate
its actions. Real efforts will be enclosed in the daily transcripts, in line with the work of
Mead (1923) the agreements cannot be otherwise than functionalized within daily
professional life. For the sake of the UAS it will be a matter of serendipity if most of
these efforts meet the performance agreements.
Expectations regarding a jester
Again asking the question how to explain a growing need for corporate jesters and
why corporations need people to challenge them and to think out of the proverbial
box, I suppose that in an as foolish experienced world a jester especially has a role to
play in bridging the continuously present tension between nonlinearity and wished for
precision. Departing from some sort of ‘freischwebende Intelligenz’, reflexivity and an
understanding of variety and dissension (Sonnaville, 2005) a jester could become the
needed but maybe quite elusive adviser. I assume that this jester could be helpful in a
transient reality by declining the idea of effective and overall change and final solutions,
but rather by provoking reflexivity on what is at stake. However, the last word
about a jestership is not spoken. In orienting me on the subject of a jester I came to
read about the existence of bricoleurs in organizations (Duymedjian and Ruling, 2010).
Apparently a bricoleur is a connector par excellence. A subject to explore!
For me it will be interesting to experience and to reflect upon my involvement in
projects which will be part of realizing the performance agreements, given the inevitable
tension as described above.
A personal reflection
I end with a personal reflection regarding my supposed membership of the brotherhood
of jesters. I prefer the label jester above joker or fool, or as recently suggested by
me, I prefer ‘corporate critical friend’ (CCF). Mocking reality is part of the job, but not
as some sort of entertainment. The work of a jester is serious business, given today’s
complexity of the world and the interdependency of people who work together and
try to establish something. As stated before a jester is associated with a merry
142