Rumbling on performativity_Frits Simon
Rumbling on performativity_Frits Simon
Rumbling on performativity_Frits Simon
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evaluati<strong>on</strong> reports, that they can understand where the discussi<strong>on</strong>s are about, without<br />
reading the evaluati<strong>on</strong> report.<br />
In my narrative I give a sketch of the processes in which our final policy document for<br />
the executive board is produced, leading to themes for further reflecti<strong>on</strong>. A more<br />
profound reflecti<strong>on</strong> <strong>on</strong> what happens during the deliberati<strong>on</strong>s is undertaken thereafter.<br />
I c<strong>on</strong>tinue with a reflecti<strong>on</strong> from what I understood at that time of a complex<br />
resp<strong>on</strong>sive process-perspective <strong>on</strong> what happens in a process of developing instituti<strong>on</strong>al<br />
policy. What I started to learn about my positi<strong>on</strong> as an adviser to the board will be<br />
the subject of the last paragraph of my narrative.<br />
4.1 From the first draft to final c<strong>on</strong>clusi<strong>on</strong>s and<br />
recommendati<strong>on</strong>s<br />
From the first draft to the final report<br />
The step from the first draft of the evaluati<strong>on</strong> report to the third, final report took four<br />
weeks in which the first and sec<strong>on</strong>d draft of the report was discussed mostly between<br />
Inez Reker, Cees Corte and me. This discussi<strong>on</strong> largely went by e-mail. All the e-mail is<br />
sent by and to Inez Reker, Cees Corte, Marc Claassen, Henk Rademakers and me. The<br />
result of this period was the third and final draft, which was the formal object of the<br />
first meeting of the coordinati<strong>on</strong> team regarding this report. Discussi<strong>on</strong> by e-mail<br />
implicated that communicati<strong>on</strong> was d<strong>on</strong>e in a rather precise formulated way, at least<br />
for my part because I know how easy e-mailed communicati<strong>on</strong> can lead to misunderstandings.<br />
On the first incomplete draft of Inez Reker I reacted by putting questi<strong>on</strong>s and remarks<br />
in the text and sending them Inez Reker, Cees Corte, Marc Claassen and Henk Rademakers.<br />
My first remarks regarded different points:<br />
- we should talk about core values instead of brand values,<br />
- a technical correcti<strong>on</strong> of the percentage of employees who were familiar with the<br />
core values from 55,4 to 76,8%<br />
- the suggesti<strong>on</strong> that the used category ‘neutral’ should be interpreted as an affirmative<br />
score instead of a score for indifference,<br />
- I asked attenti<strong>on</strong> for the fact that the results showed that between the employees<br />
and the managers of the UAS there was a gap in understanding and in giving<br />
significance to the core values.<br />
My first three remarks were rather technical, based <strong>on</strong> what we had agreed up<strong>on</strong><br />
earlier and <strong>on</strong> close reading of the report. The last remark was rather political, because<br />
I wanted to emphasize that in my opini<strong>on</strong> this kind of change-programmes are rather<br />
pretentious in their goals but quite ineffective in their overall results. And I realized<br />
that the more the c<strong>on</strong>clusi<strong>on</strong>s would suppress this difference the less the potential of<br />
this programme at all would be.<br />
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