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Confessions of a ‘critical marketographer’

Last week I attended the 12th International Ethnography Symposium, at the University of Manchester, and had the pleasure in speaking to a group of fellow ‘marketographers’, whatever they may be. In fact, I think that was rather the point of the stream, organized by Daniel Neyland and Vera Ehrenstein (both of Goldsmiths University) and Dean Pierides (University of Manchester). My thanks to Dan, Vera and Dean for a great two days. In the meantime, here’s my talk:

When I mischievously titled my abstract ‘Confessions of a critical marketographer’ I had in mind, not so much Augustine, but those bawdy films of the 1970s with names like Confessions of a Window Cleaner, all suggestion and double entendre but no more than the occasional glimpse of flesh on camera. This, I thought, accurately represented the state of my ideas, or lack of them. But of course the confessional tale is one of the categories of ethnography highlighted by John van Maanen in Tales of the Field. It is, he says a response to the realist abstraction of earlier scientific ethnography, focusing attention on the fieldworker as a means of supporting authority. It is typically told from a shifting perspective and in a character building narrative, ending on an upbeat note: a justification, in fact, of the realist work that follows it, or more usually precedes Tales of the Fieldit, because in 1988 at least, one could not write a confession until after the realist account. Van Maanen goes on to introduce the Impressionist tale, a narrative account depending on interest, coherence and fidelity, offering impressionistic moments or fleeting glances of the subject at hand: the audience is invited to relive the tale with the teller, to work out what is going on as the narrative unfolds. It seems to me that this move, described by van Maanen in 1988, it is roughly where we are at when it comes to marketography: glimpses and impressions, stylishly drawn, are appearing alongside more realist tracts. If I had to give an example, I would site Muniesa and company’s achingly stylish oeuvre ‘Capitalization’. Though whether we Brexit Brits could get away with something so assuredly Parisian is another matter… Continue reading

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Evolution and organization, part 2: more sloppy language, dodgy organizational theory, and Weber being right all along

Spring is in the air. The sky is blue and the garden robin is lining his nest-box bachelor-pad with moss. At such a time the thoughts of man turn naturally, like those of the robin, to matters evolutionary, and in particular to the long-awaited second half of my blog on organization and evolution. I posted the first part before Christmas, though never made it to organization, waylaid instead by a lengthy detour into Richard Dawkins’ decidedly wonky metaphysics.

Robin

Pseudo-evolutionary chatter in organizations: it seems to be everywhere. We don’t bat an eyelid when Amazon talks about its ‘purposeful Darwinism’, a yearly cull of the worst performing employees. It doesn’t make us shudder to hear that this is based on constructive criticism offered to bosses via secret feedback mechanisms. Final year undergraduates cheerfully tell us about the ‘rank and yank’ mechanisms in the firms they hope to work for, never considering that things may not go to plan and they might themselves be yanked, not ranked.

Management scholars of a critical bent should be worried about this kind of thing, so I’ve set out to elaborate a genealogy of these ideas. It’s one of many possible lineages as the evolutionary tropes have themselves evolved and spread out in their own diasporic family tree; Continue reading

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Evolution and organization, part 1: Sloppy language and dodgy metaphysics

Image result for the god delusionA few days ago, a scientist friend remarked that he was reading Richard Dawkins’ The God Delusion. What’s more, he was really enjoying it. It really spoke to him, he averred. This awkward conversational moment set me thinking once again about a topic that I’ve been pursuing on and off for the last couple of years: trying to get a hold of the reasons for importing evolutionary thinking into management thinking. It strikes me as odd when a firm can describe its ruthless annual cull of the weaker performers (as identified by colleagues through anonymous feedback mechanisms, which sounds a very fair and reasonable method to me) as ‘purposeful Darwinism’. Not just as odd, but also morally charged and strategically dishonest, as if ruthless pursuit of shareholder interest can be justified by the subliminal message that those under-performers – the weak! – are dull herbivores, contentedly fattening themselves up until something more leonine, in this case the go-getting manager – the strong! – comes along and scoffs them. Mind you, this week in politics has testified, among other, darker things, to the enduring image of the strong-man in the popular imagination.

Richard Dawkins, of course, is at the epicentre of this particular earthquake of popular thinking. But I was struck by my friend’s comment because the God Delusion is a truly bad

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