Introduction : Zero-sum games, grandiosity, and illusion tricks

Author(s):  
Mats Alvesson

Modern society is characterized by grandiose self-personifications and claims on a large scale. There is a strong desire to be labelled in the most attractive and pretentious terms. This applies to individuals, occupations, organizations, and political elites. One problem is that the struggle for the most coveted sugar plums—high professional status, conspicuous consumption, ‘world-class education’, ‘excellence’, and so on—involves a zero-sum contest. This means that a benefit for one specific individual or group is gained at the expense of another. Not everybody can be excellent or afford high-status goods or get a degree from a high-status university. Grandiose projects occupy an ever-increasing proportion of the time, commitments, and resources of various elite groups, such as politicians, media people, corporate executives, union leaders, and other representatives of organizations and professional groups. But also the lives of common people increasingly circle around grandiosity. There is a strong emphasis on illusion tricks to back this up: CV improvement, title and grade inflation, organizations exhibiting impressive window-dressing through policy formulation and executive development programmes, and occupations re-launched as professions. This book focuses on the hollowness of such grandiosity and illusory projects, and emphasizes the zero-sum games involved, and also the destructive social and psychological consequences of such phenomena. Based on these concepts, I will develop a framework for understanding the contemporary age and its institutions. I will examine critically some predominant ideas about management, organizational structure, working life, consumption, and education, which are often taken for granted : • Economic growth and higher consumption are key sources of increased satisfaction. • Education is something positive that leads to higher qualifications, and is needed to a greater and greater extent by both individuals and society. • Current and future working life is permeated by views of a knowledge economy and a knowledge-intensive society, a greater degree of professionalization, and an emphasis on leadership in the creation of effective organizations. I will show that many conditions and developments in these three areas, which may appear to be positive and socially functional, can be better understood in terms of grandiosity, illusion tricks, and zero-sum games.

Author(s):  
Mats Alvesson

Today’s working life can be understood in terms of grandiose ideas, illusion tricks, and zero-sum games. These three concepts provide a rather different perspective than conventional understandings of working life phenomena suggested by signifiers such as leadership, visions, strategy, change, entrepreneurship, innovations, and human resource management. Chapters 6–9 deal with four key themes in current organizations and working conditions. The first theme, addressed in this chapter, is ideas about major, drastic changes. People refer to the demise of bureaucracy and mass production, a transition to new forms of production and work organizations characterized by flexibility, dynamism, networks, knowledge intensive work, flat organizations, and so on. This is worth investigating, which is what this chapter aims to do. The second theme, which is tackled in Chapter 7, is concerned with the way in which organizations try to create legitimacy in relation to the predominant norms and ideas through formal structures signalling ‘the right practice’, without necessarily affecting the latter to any appreciable degree—in other words, an illusion trick. The idea is that organizations are increasingly devoting their time and energy to developing shop-window arrangements—designed to satisfy various groups interested in what is going on in a given organization, but without deeper insights into its workings. The third theme, covered in Chapter 8, discusses how various occupational groups are trying to advance their positions and gain status as professionals (experts) in line with ideas about the increased importance of knowledge and expertise. They try to get a hearing for their claims for a unique and superior ‘competence’ that entitles them a higher status and monopoly of a given sector of the labour market. People who are not formally qualified are kept at bay. Advancing positions through professionalization is not always so simple, however, since other groups have the same ambition. This involves, for example, personnel specialists, marketers, and nurses. The fourth theme is leadership, or rather ‘leadership’, which is discussed in Chapter 9.


2019 ◽  
Vol 3 (4) ◽  
pp. 209-222
Author(s):  
Philipp K. Görs ◽  
Henning Hummert ◽  
Anne Traum ◽  
Friedemann W. Nerdinger

Digitalization is a megatrend, but there is relatively little knowledge about its consequences for service work in general and specifically in knowledge-intensive business services (KIBS). We studied the impact of digitalization on psychological consequences for employees in tax consultancies as a special case of KIBS. We compare two tax consulting jobs with very different job demands, those of tax consultants (TCs) and assistant tax consultants (ATCs). The results show that the extent of digitalization at the workplace level for ATCs correlates significantly positively with their job satisfaction. For TCs, the same variable correlates positively with their work engagement. These positive effects of digitalization are mediated in the case of ATCs by the impact on important job characteristics. In the case of TCs, which already have very good working conditions, the impact is mediated by the positive effect on self-efficacy. Theoretical and practical consequences of these results are discussed.


2020 ◽  
pp. 1087724X2098158
Author(s):  
Camilo Benitez-Avila ◽  
Andreas Hartmann ◽  
Geert Dewulf

Process management literature is skeptical about creating legitimacy and a sense of partnership when implementing concessional Public-Private Partnerships. Within such organizational arrangements, managerial interaction often resembles zero-sum games. To explore the possibility to (re)create a sense of partnership in concessional PPPs, we developed the “3P challenge” serious game. Two gaming sessions with a mixed group of practitioners and a team of public project managers showed that the game cycle recreates adversarial situations where players can enact contractual obligations with higher or lower levels of subjectivity. When reflecting on the gaming experience, practitioners point out that PPP contracts can be creatively enacted by managers who act as brokers of diverse interests. While becoming aware of each other stakes they can blend contractual dispositions or place brackets around some contractual clauses for reaching agreement. By doing so, they can (re)create a sense of partnership, clarity, and fairness of the PPP contract.


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