Rumbling on performativity_Frits Simon
Rumbling on performativity_Frits Simon
Rumbling on performativity_Frits Simon
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A recent example of rumbling <strong>on</strong> <strong>performativity</strong> within the UAS is the drawing up of a<br />
visi<strong>on</strong> <strong>on</strong> educati<strong>on</strong> for the whole UAS. Primarily this was not organized as an opportunity<br />
to discuss why and how we are doing things, but organized in such a way that<br />
we could get our instituti<strong>on</strong>al accreditati<strong>on</strong>. Its c<strong>on</strong>tent hardly counts. Just having <strong>on</strong>e<br />
is important.<br />
However, based <strong>on</strong> my narratives, my analyses and reflecti<strong>on</strong>s I notice that the perseverance<br />
by which <strong>performativity</strong> apparently is introduced can also count <strong>on</strong> some<br />
perseverance to resist it. Social reality appeared to be far more complicated in its<br />
‘realness’ than the blueprint of <strong>performativity</strong> presupposes.<br />
Performativity debated: a brief retrospect <strong>on</strong> the narratives<br />
What I described as a wavering university as a c<strong>on</strong>text for my research (chapter 3) I<br />
can now specify as a c<strong>on</strong>text where managers (including me) am<strong>on</strong>g themselves were<br />
discussing the best way to stimulate developments – as defined or prescribed in our<br />
policy - within the UAS. Reflecting <strong>on</strong> my narratives I become aware of the fact that<br />
everybody also was (and is) keeping <strong>on</strong> appropriating the management-roles as dictated<br />
by NPM, and at the same time is feeling uncomfortable with what and how we are<br />
doing things.<br />
As may be clear from the narratives, the appropriati<strong>on</strong> of <strong>performativity</strong> is not <strong>on</strong>eway-traffic.<br />
The invasi<strong>on</strong> of a NPM-orientedness in its different expressi<strong>on</strong>s is still<br />
debated. For instance as policy is experienced as technocratic and an identity-management<br />
programme as perverse. It is obvious that NPM is not something unilaterally<br />
decreed and wholeheartedly internalized by senior management. Even within<br />
senior management perspectives are different, alternating and inc<strong>on</strong>sistent/situati<strong>on</strong>al.<br />
Specifically the 3rd narrative expresses a l<strong>on</strong>ging for something else.<br />
Identity-management<br />
Although an identity-management programme typically fits in NPM-oriented management,<br />
it becomes clear in narrative two (chapter 4) that what in practice is c<strong>on</strong>cluded<br />
and accepted is a mixture of different arguments, positi<strong>on</strong>s, interests, stubbornness,<br />
c<strong>on</strong>tradicti<strong>on</strong>s, tactical behaviour and ideals. The c<strong>on</strong>clusi<strong>on</strong>s are not a<br />
straight forward, linear, logical and rati<strong>on</strong>al result. In the end the c<strong>on</strong>clusi<strong>on</strong>s regarding<br />
the evaluati<strong>on</strong> report have become an attainable compromise of many things. To<br />
illustrate this more specifically with regard to <strong>performativity</strong>, it can be noticed how<br />
during the discussi<strong>on</strong>s in the coordinati<strong>on</strong> team of the identity management programme,<br />
any talk about an internalizati<strong>on</strong> approach for values is skilfully excluded. Moreover,<br />
an interpretati<strong>on</strong> of the evaluati<strong>on</strong> in which is assumed that there are effective<br />
and causal relati<strong>on</strong>s between the identity management programme and the appropriati<strong>on</strong><br />
of the values, is downplayed. To state this otherwise: a suggesti<strong>on</strong> that with<br />
more purposeful efforts the effectiveness of the programme could be increased has<br />
been eclipsed. The c<strong>on</strong>clusi<strong>on</strong>s illustrate that <strong>performativity</strong> is a c<strong>on</strong>tested cult value.<br />
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