Rumbling on performativity_Frits Simon
Rumbling on performativity_Frits Simon
Rumbling on performativity_Frits Simon
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The members of the board c<strong>on</strong>firmed our c<strong>on</strong>clusi<strong>on</strong>s and recommendati<strong>on</strong>s. They<br />
especially acknowledged the importance of the core values as the cornerst<strong>on</strong>e of all<br />
the policy, including an intended new management development programme for team<br />
leaders. The members of the board intended to fulfil a role in the planned programme<br />
especially in regard with the core values. Remarkable in every discussi<strong>on</strong> regarding the<br />
internal branding-programme was that the members also reflected <strong>on</strong> their own<br />
acting and realized they were not always alert in c<strong>on</strong>necting their policy with the core<br />
values. An insight I d<strong>on</strong>’t forget to remind them off if this happens. As a result of the<br />
discussi<strong>on</strong>s we got our funding.<br />
Before the next formal meeting of the coordinati<strong>on</strong> team Cees Corte and I discussed<br />
the outcomes of the meeting with the board separately with Henk Rademakers and<br />
Marc Claassen. Because it was Henk Rademakers’ job to develop the programme for<br />
management development we talked this over with him. Until then he had been<br />
hesitating – and to his own saying formally unable – to take the core values explicitly<br />
as the point of departure of human resources-policy. According to him our collective<br />
labour agreement excluded a human resources-policy based <strong>on</strong> core values, for instance<br />
regarding performance evaluati<strong>on</strong>s. Given the c<strong>on</strong>clusi<strong>on</strong>s of the board Henk<br />
Rademakers agreed to do this from now <strong>on</strong>. We talked with Marc Claassen because it<br />
is important that our way of marketing and communicati<strong>on</strong> becomes more a reflecti<strong>on</strong><br />
of the core values. Cees Corte and I emphasized that an inspiring story about who<br />
we are and what we want should be expressed in our communicati<strong>on</strong>.<br />
The formal meeting of the coordinati<strong>on</strong> team was more or less a formality. We agreed<br />
up<strong>on</strong> the final draft of the c<strong>on</strong>clusi<strong>on</strong>s and recommendati<strong>on</strong>s. On the 21st December<br />
the President of the Board sent the report with the c<strong>on</strong>clusi<strong>on</strong>s and recommendati<strong>on</strong>s<br />
to all the deans, directors and associate professors of the UAS. In his cover e-mail (for<br />
the greater part written by me) he stipulated the importance of the programme, his<br />
pleasure in working in an organizati<strong>on</strong> which is value driven and he reminded everybody<br />
that the discussi<strong>on</strong> around core values already had a l<strong>on</strong>g history, started in<br />
management development programmes many years before and now coming of age. In<br />
between the formal meeting of the coordinati<strong>on</strong> team and the 21st of December Cees<br />
Corte and I had d<strong>on</strong>e the final editing <strong>on</strong> the text of the c<strong>on</strong>clusi<strong>on</strong>s and recommendati<strong>on</strong>s.<br />
As we did before we removed potentially evocative terms.<br />
4.2 Evolved shifts in c<strong>on</strong>clusi<strong>on</strong>s and recommendati<strong>on</strong>s<br />
regarding the evaluati<strong>on</strong> report<br />
The foregoing narrative is my descripti<strong>on</strong> what happened in the four m<strong>on</strong>ths from the<br />
first up till third draft of the evaluati<strong>on</strong> report about the results of an internal-branding<br />
programme. It is a descripti<strong>on</strong> about what happens in preparing c<strong>on</strong>clusi<strong>on</strong>s and<br />
recommendati<strong>on</strong>s for the board. As such it is a descripti<strong>on</strong> of a micro-political process<br />
in which a document is produces which is meant for organizati<strong>on</strong>-wide use. Instead of<br />
4. Sense making in and of the internal branding project | 93