Rumbling on performativity_Frits Simon
Rumbling on performativity_Frits Simon
Rumbling on performativity_Frits Simon
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The final<br />
The analyses and reflecti<strong>on</strong>s up<strong>on</strong> the narratives stimulated to understand differently<br />
the daily practice of my work. To learn to understand differently - movement of<br />
thought - is as indicated part of the research methodology. The acquired insight is<br />
presented at the end (in chapter 7) with the purpose of describing what is going <strong>on</strong> in<br />
my job. Apart from that I account for the research and the used methodology.<br />
In my research it became clear that within the UAS in different places people wrestle<br />
with what I called <strong>performativity</strong>. The unilateral emphasis <strong>on</strong> efficiency as the c<strong>on</strong>trolling<br />
principle is debated and no fixed matter. Moreover, it appeared that management<br />
is no m<strong>on</strong>olithic entity and that different of the involved colleagues wrestle to render<br />
meaning to the policy. A need is articulated to dwell <strong>on</strong> what is happening. To interrupt<br />
<strong>on</strong>ce and a while daily business could help.<br />
Apart from that I c<strong>on</strong>clude that my resp<strong>on</strong>sibilities have less the traits of a jestership<br />
but more affinity with what is described as a bricoleur. A bricoleur is a handyman<br />
within an organizati<strong>on</strong> which <strong>on</strong> a pragmatic base is able to c<strong>on</strong>nect different opini<strong>on</strong>s.<br />
However, an important additi<strong>on</strong> compared with existing literature is, that a<br />
bricoleur should be blessed with quite some ir<strong>on</strong>y to put into perspective the different<br />
points of view, and the unilateral emphasis <strong>on</strong> efficiency related to <strong>performativity</strong>.<br />
It appeared that <strong>performativity</strong> is a debated way of policymaking because it is experienced<br />
as a meaningless intrusi<strong>on</strong>. Therefore I was able to c<strong>on</strong>nect my research with a<br />
nati<strong>on</strong>wide discussi<strong>on</strong> about educati<strong>on</strong>al reform. I did this by holding up to the light<br />
the plans of the associati<strong>on</strong> “Beter Onderwijs Nederland” to c<strong>on</strong>clude that these plans<br />
are <strong>on</strong>ly a c<strong>on</strong>tinuati<strong>on</strong> and intensificati<strong>on</strong> of the <strong>performativity</strong> cult, in which the<br />
importance of the voice of professi<strong>on</strong>als in the debate is denied and subscribed at the<br />
same time.<br />
With regard to policymaking I c<strong>on</strong>clude that policy evolves in an unpredictable way. If<br />
intended policy should become reality than I suggest that for managers it is far more<br />
important to participate in the daily micro-political reality than to spread some blueprints<br />
from behind their desks.<br />
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