Over recent weeks, I’ve been writing about the way neoliberal managerialism creates a culture that reifies managers and disrespects workers.
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I have suggested that managers become enculturated – in other words they accept the scripts given to them to enact and in doing so are responsible for minimising staff agency, demoralising staff and treating them with a complete lack of trust that signals an inherent disrespect, not only for staff as professionals but for the work they do.
I have argued in my recent academic papers that this results in a form of systemic bullying that is particularly worrisome in education when not only teachers but students are the targets.
A form of bullying
This form of bullying does not meet the legal definition of bullying – it is not one perpetrator and one target where bullying acts are repeated again and again.
Rather it issues from multiple perpetrators so that each staff member receives message, after message, after message, daily, that attack feelings of self esteem, self worth and undermine confidence in themselves as competent workers.
I am not the only person writing about this kind of experience. Sutton, from Stanford has built his academic career researching what he calls “assholes”.
He agrees with me that the neoliberal managerial context in which we now live is the perfect breeding ground to turn regular, ordinary people into “insensitive jerks”.
In particular, he argues that the combination of power and the capacity to minimise face-to-face interactions and deal remotely with “issues” rather than people is a guaranteed way to create “insensitive jerks”.
There is research evidence that shows people are more likely to be insensitive, less empathetic and less generous when they do not have eye-to-eye contact with someone.
There are even management courses recommending managers create a distance between themselves and those they supervise, presumably so they are able to be less sensitive and empathetic.
Certainly from my own experience I can count on the fingers of one hand the opportunities to meet senior managers in recent times – managers do not respond to invitations to meet and talk with groups of staff – apparently they are engaged in higher level duties.
We can only take that to mean staff are no longer considered important enough for these managers to engage with them.
“...the more power people hold the more likely they are to ...become more selfish, and basically, nastier.”
That however, does not stop the email barrage where we are supposedly seduced with platitude after platitude and offered opportunities to have input into decisions that final outcomes never demonstrate have even been read let alone considered.
Sutton provides evidence of the correlation between “arseholes and power” and research that shows the inverse relationship between power and sensitivity.
In other words, he argues, the more power people hold the more likely they are to prioritise their own needs and become more selfish, and basically, nastier.
The more power someone holds, the more likely that person is to act as if the rules do not apply to them (we have certainly seen some clear examples of this in recent times!).
Survival strategies
Managing this is difficult and Sutton provides some strategies in his latest book (The Asshole Survival Guide).
He suggests that if it is possible, simply minimise contact with the jerk. Rearrange schedules so you do not bump into the person in the coffee shop. Avoid meetings with them if possible, and if not, surround yourself with supportive colleagues.
Sometimes people simply leave the job.
Develop networks of support around yourself so that you are not alone. If you decide to speak out, do so as part of a group.
Remember if you simply accept what is going on you are accepting that this behaviour is okay, and thus you are part of creating a new “normal” where this behaviour is expected and acceptable.