This is the society of control outlined by Deleuze (1990). Foucauldian (sequential) disciplinary regimes (Morrish, 2011) give way to ones in which, just as one hurdle is surmounted, another, higher one presents itself, with the end point always at the far horizon. We find this reflected in management documents on performance review with a lexicon of journeys, milestones and checkpoints, but the individual is never allowed to arrive at the promised reward. Gatekeeping measures such as the imposition of perpetual training, perpetual review of publications or multiple-staged applications for promotion, must be endured, even to participate.
This post has been inspired by an apparent declaration of hostilities towards professors in a number of universities. The weapon of choice has been performance management, and some aspects of audit culture have been liberated from their usual role of absorbing academics’ time to becoming instruments of punishment.
In universities we have seen a deprofessionalization of academic staff which has manifest itself in a number of ways. In, many areas, disciplinary groups have been broken up and atomized across the university, in response to management‘s fear of ‘silos’. In others, productive interdisciplinary groups have been disrupted by reorganizations which have obstructed innovation. In at least one famous case, an entire centre was vandalized (Centre for Contemporary Cultural Studies at the University of Birmingham in 2002) because its members refused to surrender to the neoliberal commandment that research must be a competitive and self-important process.
The one thing that academics were…
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