Rumbling on performativity_Frits Simon

taleteller; in relation with the concept of a vibrant cynic who deflects reality but at
the same time supports building new stories, a denomination as jester or corporate
critical friend seems to be the right thing.
5.6 Reflections in hindsight
Reading back this narrative I find it rather explorative in character. A corporate jestership,
complexity theory, the attainability and changeability of institutional policy are
explored from the perspective of complexity and more specifically from a complex
responsive process-approach. Concepts from a naturalistic interpretation of complexity
(Csermely, 2009; Korcsmáros et al., 2007; Taleb, 2008; Zuijderhoudt, 2007) are
brought in, to reflect upon processes of self-organization. From a specific complex
responsive process-perspective interdependency and power are mapped as elements
in processes of self-organization. These concepts help me to understand what is
happening. An intriguing question remains if and to what kind of actions the evolved
commitment on the final performance agreements will lead. Social interaction, power
and interdependency more or less moulded the document on the agreements. However,
also a document is a temporarily item in ongoing interactions in which its status and
content will be functionalized differently in different situations (Mead, 1923).
The potential and possibilities of a corporate jestership are explored in a historical,
theoretical and present-day perspective. There appear to be sound reasons to reflect
about such a position as such, or as a redefined role of (external) consultants. Reasons
are to be found in a world which is experienced as fast changing and full of risks. A
marked fact is that the motto “Imperturbably remaining ourselves” counterbalanced
- an enabling constraint (Stacey, 2010) - what I describe as the foolishness of the
world. Apparently I was not the only one in need of some brakes.
There are more questions to be answered than answers given. Conceptually jestership,
complexity, power and interdependency potentially hand me over tools and techniques
(Stacey, 2012b) to reflect and to act differently within my organization.
5. Drafting performance agreements: gestures of a contemporary jester | 143