Yesterday I chose to get wet in Ipswich town centre to demonstrate about Mr Gove. Okay, that’s bull, but I was roadie for the day as I ran the PA[ref]Our farm isn’t on the electricity network but every so often we want to all get together and have a party so I have a music system of a couple of hundred watts run off a 12V leisure battery. Using this saves having to wheedle a mains power feed from some local business or run a genny in a public place with all the safety issues.[/ref] for the NUT strike demo about pay and conditions, and Mr Gove.
I’m not a teacher and don’t have kids so he isn’t specifically my problem. However, some of the themes sounded familiar. In particular the rise of collecting ‘data’ for performance measurement systems and the trends of micromanaging the shit out of white-collar jobs was exactly the sort of thing that pissed me off about work. I wrote about digital Taylorism in 2010, and the NUT’s Jon Parker indicates the issues that sound similar – listen to the crowd response to ‘data’ being collected pointlessly[ref]the dreadful distortion is because the recorder was overloaded, the Ermine delivered a better quality PA service to the crowd[/ref]
Ipswich NUT John Parker on data and metrics (MP3 1min)
There’s a case to be made that The Firm was trying to squeeze their old gits out of the place, which is why they employed pointless pricks to produce software systems to piss people off. This doesn’t seem to apply to teaching, however, where it seems the working environment is such that 2 out of 5 teachers quit within the first five years, there’s presumably no imperative to thin the ranks at a time when Britain is experiencing a baby boom and somebody presumably has to teach them.
Now some of the changes to the workplace are the result of secular trends like globalisation and technology, which at least does somebody some good even if the end of the boat Western workers are in is sinking. But the stupid pursuit of pointless performance metrics making jobs a misery seems to be 100% own goal. Not only do we have to employ useless patsies to collect the pointless performance data to piss people off, but the measurers are usually paid more than the people who do the work being measured, because of the Peter Principle.
That’s the trouble with the homogenized management theories that come out of MBAs. Theories and fads go through companies like a dose of salts. and because we have people benchmarking along the lines of bollocks like ‘business best practice’ they all follow the same bullshit until the next fad comes along that is going to be the Holy Grail and sort out the crap that the last fad made. Let’s have a sample of bullshit MBA fads from my working life.
- Empowering employees
- TQM (total quality management)
- winning edge – mindset management
- investing in people
- managing my performance
- shareholder value (that’s 1 year share price hiking so the CEO can Maximise his Apparent Performance by buying today at tomorrow’s cost)
- Agile development (in a big firm?)
- business process re-engineering
- mission statement
- Putting Customers First
- core competency
All of these can work well some of the time in specific instances. None of them work when applied across the board like velveeta. One of the worst things they must teach people on MBA courses is that there is a silver bullet. You see these wet-behind-the-ears young pups promoted into a situation beyond their competence as they wax lyrical about the next best thing that’s going to transform everything and have to keep a level gaze… Because you know that it’s never different this time, and it wasn’t different the last ten times either. One size does not fit all. And these berks have insufficient experience of the real world to have had that belief in the silver bullet beaten out of them in the school of Real Life™. Reorganisations are political, they are the new Top Banana and Chief New Broom acting like a tomcat[ref]I have some trouble picturing Michael Gove as a tomcat, he’s a bit on a weedy side for a big old ginger tom[/ref], spraying his mark on the organisation. They are not functional.
The teachers are just taking the same hit from performance management theory which is a Current Big Thing – tell people how shit they are doing, preferably every quarter, because you can manage expectations about pay that way. That’s obviously the way to motivate people to do better. That toe-rag Tom Peters has a hell of a lot to answer for. You get what you measure. Right. You can measure a pint of beer easily enough. How do you measure a teacher? A CEO? An income tax inspector? Ah, teachers, that’ll be exam results then? What about if they have to teach a whole bunch of stupid kids then, or the kids of parents that don’t really give a shit and probably shouldn’t have been encouraged by Tony Blair to have ’em in the first place? Ah, let’s measure how clever they are when they enter school. Right, so how do you measure how clever they are? Is cleverness the only dimension of success – maybe a reduction in sociopathic behaviour and not kicking the shit out of the municipal bus shelter is a good outcome too? How do you measure the civic street furniture not trashed by the little tyke because he’s inspired to do something else? Measurement always has a problem with the counterfactual and the road not travelled. And so on. I’m with Lord Kelvin when it comes to measuring things that have a numeric answer that matches with the aspect of reality you’re trying to get, but when it comes to people the belief that Tom Peters prosyletised that ‘measurement works’ seems to be responsible for a lot of hurt in the workplace, and some not particularly great outcomes. If you link people’s pay to metrics you get those metrics, but you don’t usually get great performance[ref]for example, CEO pay since the 1990s, NHS waiting lists and beds, Enron, the Global Financial Crisis, the list goes on[/ref].
However, thankfully this is no longer my problem 🙂