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Tag Archives: complete bollocks

The strike action at Dublin Bus is more significant and more serious than most commentators seem to imagine. This is because it calls into question the quasi-constitutional understanding of industrial relations and the central role of trade unions within that.

Leaving aside the layers of rules and institutions developed over decades so that industrial relations can be orderly and manageable, there is a base and it is this: a trade union involved in strike action cannot be sued by the company for the recovery of strike-related losses. It’s old (It was formative in the birth of the Labour Party.) it’s been effective and it’s generally supported. There are two groups who dislike it. Firstly, there are free marketeers who argue that it is restrictive. Secondly, there are leftists who see that it institutionalises unions within a capitalist economy. They are both right.

In short, the state has privileged most strike actions so that strikes can be resolved while causing relatively little disruption to the wider social system. The privileged or legitimate strike action is one directed by workers and unions against their employers. If the action extends beyond that, the union no longer enjoys state protection. If there is a strike in support of something over which the employer has no control, the Union is no longer protected by statute and could be held liable for losses.

This is where the bus strike gets very serious. It is clearly a political strike and it has been made so by government policy in giving the Transport Authority control over bus routes. The bus workers want to maintain their conditions and pay, and have struck against their employer to prevent the privatisation of routes. Their employer of course is subject to the Transport Authority and certainly cannot control the pay of workers in private bus companies.

It’s not at all clear what the privatisation is meant to achieve. The Minister says that the tendering plan is aimed at creating “competitive tension in the market” and that this will in some unexplained way deliver “greater value” and “more choice for passengers”. Clearly this is a fine example of complete bollocks, no more than the mumbled prayer of a dogmatic advocate of markets. Journalism however shares the dogma; media interviews, in failing to make any challenge, are cementing a baseless belief into the wall of common sense.

What we have is the potential to place at risk a developed and trusted system of industrial relations so that there will be “competitive tension” in public transport. The risk is real because according to reports the bus company is seriously considering suing the unions for losses. Now, those who want no connection between the state and unions would rejoice in awarding damages to the company but the rest of us who rely on good industrial relations practice do not want to lose a century of progress.

This confrontation must be avoided. This means refusing to listen to clichés about returning to negotiations. The workers and management within the company cannot negotiate a solution. The solution lies elsewhere in a public discussion of “competitive tension” and in the event that the term is not only meaningful but demonstrably and greatly advantageous, then the state must move to institute pay rates and conditions (a registered employment agreement) across the public transport industry. Again, a confrontation which jeopardises the very basis of industrial relations must be avoided.

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I get as much fun as the next person from the kind of language referred to as bafflegab, management-speak or simply, complete bollocks. I’ve gone considerably further, however, in suggesting that its users be sacked or at least demoted to positions from which they can do less harm. This can strike some people – perhaps, most people – as extreme, so I’d best explain.

The explanation has two parts. Firstly, I’ll talk about the takeover of management by a new and self-serving elite which changes the objective of a business or organisation. Secondly, I’ll explain why a tendency for a senior staff member to talk in riddles should lead not to jokes but to remedial action.

i) The drive to measure rather than produce
It’s important not to misunderstand the target of my attack. What I’m saying has nothing whatsoever to do with liberalism versus socialism or business versus public service approaches to problem solving. Neither has it anything to do with the traditional clash of interests between worker and manager. In other words, I’m not advancing anything remotely like a left-wing argument.

I am contrasting the relatively new parasite that is managerialism with old fashioned business and management. Management as it is usually understood is directed towards the objective of an organisation – be that profit or service. However, when the objective of those in control has less to do with the purpose of the institution/organisation/company which employs them and more to do with the common cause of similarly placed people in other organisations, management as traditionally understood has been usurped.

The managerial parasite works by making the production of management information the primary purpose of an enterprise. Again, there is a need to clarify because I’m not assaulting the production of management information or indeed effective management. Management information is both essential and costly. Its production diverts people from their work and requires support staff. Each and every management report has to be accurately costed before a decision can be made to begin producing it. In short, management information has to be kept to the minimum necessary to achieving an objective. In the absence of rigorous costing and an eye to the bare essentials, it is very easy for measurement, data collection and the manufacture of reports to get out of hand. Professionals in management information have been aware of the paradox for decades: management information is part of a control system but its production too needs to be tightly controlled. As with any product, if the distinction between production and control breaks down, management has broken down.

To get a hold in an organisation, managerialism must first oust efficient managers. Then it creates a layer of employees who live off information processes that effective management would never tolerate. Despite its cloaking image it is no friend of business.

The bloated salaries within this expanded elite are in evidence across companies and in both the private and state sectors. The same is true of bizarre new job titles. New structures are created which facilitate high level appointments. Most affected companies will have seen an expansion in the numbers appointed to what were once very senior – perhaps unique – well paid positions (e.g. “Director”). Most obvious is the recourse to a lexicon which is silly and frequently derided – the complete bollocks which is often termed, management-speak – as if a real manager would ever have need of such nonsense.

ii) Bafflegab as affiliation signal
There was a time when I assumed that the function of talking in obscure management-speak was to provide cover to a wasteful system by way of constant use of seemingly businesslike and efficiency oriented words. That is to say, I thought the bizarre language was a device to cloak futile activity in terms that give the impression of innovation, progress and effective decision making.

The problem with my early view of course is that the bizarre language is so transparently false. No thinking person would be fooled and the familiar reaction is laughter and derision. With the possible exceptions of some particularly dense practitioners, the speakers must be aware that people are laughing at them. It is certain too that they get the joke and know full well that they are talking bollocks. This prompts the question of why they persist with it.

Borrowing from anthropology, a plausible explanation is that the silly manner of speaking or – to be blunt – the complete bollocks is an affiliation signal. The adoption and use of the latest buzzword, the elimination of clarity, the overblown expression and the rest that go to make up management-speak is a signal that the speaker is a member of the new elite, will adhere to conventions, will not criticise, will support and promote his/her fellows or that the speaker aspires to membership.

This ease of identification is possibly the one advantage that a manager might have in trying to eliminate the problem in a company or organisation.

Regaining control
Depressing as it is to consider, there may be no way back. It is worth bearing in mind that quite large numbers of people earn a living from all this waste and any attempt by one organisation to reform will be resisted, characterised as backward and eccentric. On the other hand, as a whole it is unsustainable. What an organisation might seek to do is return salaries, staffing, structures etc. to those pertaining at a chosen time in the past. Apart from the shock to the system, the pay cuts and the numbers made redundant or demoted, the choice of date would be difficult and critical. Choose too late a date and the roots of the problem might be left intact. Choose too early a date and there’s a risk of going back too far in the history of ICT, thereby stripping an organisation of its ability to operate legitimate, up-to-date systems.

Then there is the opportunity presented by the affiliation signal. A reforming CEO or group of managers could first purge senior levels of those who are signalling membership and gradually work downwards. Once it becomes clear that new, reforming management is taking back control of the organisation and that the managerial elite is under threat, aspiring members will stop signalling, cohesion will be lost and the organisation should ever so slowly – perhaps too slowly – begin to revert to purpose.

Moreover, this will gradually confer a mixed blessing on the rest of us: we’ll be subjected to a little less complete bollocks, we’ll be aware that businesses and services are being liberated, and allowed to flourish but at the cost of making the fun of bullshit bingo a thing of the past.

According to last Tuesday’s Irish Times, the following appears in an unpublished draft of the HSE’s spending plans.
“It is planned that the investment will take place in quarter 4, 2013 contingent upon the achievement of the PSA [public sector agreement] savings. A ceiling uplift is needed for these developments,” – http://irishtimes.newspaperdirect.com/screenprint/viewer.aspx

“A ceiling uplift”!! Jesus wept! Now, this kind of complete bollocks might be funny if it were not indicative of a parasitic scourge which prevents effective management. The parasitic element is usually distinguished from management by use of the term “managerialism”.

Whoever wrote the HSE draft should go and anyone more senior, who did not fire the draft across the room and insist that it be rewritten, should join him or her. Furthermore, the report itself should be disregarded because – being infected by managerialism – it will be self-serving. Its purpose will not be to improve the HSE or to serve the citizen. Managerialism doesn’t work like that; it uses a language deceptively close to the language of efficiency and business to ensure the prosperity and growth of its adherents.

To get a hold in an organisation, managerialism must first oust efficient managers; it is no friend of business. The bizarre language that is used cloaks futile activity in terms that give the impression of innovation, progress and effective decision making. It also creates a layer of employees who live off information processes that effective management would never tolerate. It is a very, very serious problem and dealing with will be difficult because its adherents now hold key positions and because doing away with it would result in many job losses.

However, many organisations could usefully look at their structures and staffing of about ten years ago and see what has been done to them as systems became central rather than service, as job titles increased and became bizarre, and as the language of effective management was reduced to complete bollocks.

The Higher Education Authority’s document, Completing the Landscape Process for Irish Higher Education, can be accessed here: http://www.hea.ie/en/node/1497

While it is a disgrace, we can of course to have some fun. Complete bollocks invites derision. Ok, ok, ok, let’s play before getting to the serious point. As slagging goes, I think this will do:

A Prayer for The Landscape Process

For the sake of the stakeholders let us pray that the landscape process is robust and sustainable with sufficient key drivers, outcomes and benchmarks, that it is fit for purpose and in accordance with best practice, that its diversity of mission matches the diversity of needs, pathways, clusters and linkages and that its knowledge transfer services can keep pace with its rolling programme of thematic reviews. Amen.

Fun over! Jesus wept; this is the Higher Education Authority! Talking in bafflegab, unspeak or complete bollocks betokens managerialism which must be rooted out of the public service. The Minister for Education or the Oireachtas Committee on Education could take a stand by sending this report back marked “Unacceptable. Rewrite.” It is probable that without the scaffolding of fashionable buzzwords and phrases, the entire structure of the report would fall apart. Let’s put the question in a crude and easily understood form: without the complete bollocks is there anything of substance here?