october 10, 2014 prof.dr mirko noordegraaf ( m.noordegraaf@uu.nl )

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Seminar, Higher education professionals, Utrecht University

Trust in distrust:On clashes between performance and

professional logics (and how to handle them)

October 10, 2014

Prof.dr Mirko Noordegraaf (m.noordegraaf@uu.nl)

Utrecht School of Governance (Utrecht University) &Focus area Professional performance, Univ. Utrecht

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Puzzle

How to perform professionally? – as university, but also as hospital, law court, school, etc.

I.e., how to establish and account for results, and keep professionals happy and motivated, and cope with political demands and public expectations?

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Puzzle

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Puzzle

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PuzzleCOSTS & CONTROL

PREFERENCES & DEMANDS

ERRORS & FAILURE

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Old and new logics

Professional logic

(1.0)

Performance logic

(2.0)

The professional The product

- ‘Case treatment’- Professional autonomy- Own standards and routines

- Clients and customers- Disciplining (of)

professionals- Transparent outcomes

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Conflicts and clashes

Professional logic

(1.0)

Performance logic

(2.0)

The professional The product

- ‘Case treatment’- Professional autonomy- Own standards and routines

- Clients and customers- Disciplining (of)

professionals- Transparent outcomes

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Beyond (binary) opposition?

Professional logic

(1.0)

Performance logic

(2.0)

The professional

The product

- ‘Case treatment’

- Professional autonomy

- Standards and routines

- Clients and customers

- Disciplining professionals

- Transparent outcomes

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Beyond (binary) opposition

Professional logic

(1.0)

Performance logic

(2.0)

The professional

The product

- ‘Case treatment’

- Professional autonomy

- Standards and routines

- Clients and customers

- Disciplining professionals

- Transparent outcomes

Organizational logic

(3.0)

The professional organization

- Hybrid structures

- Meaningful management

- Accountable results

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Beyond (binary) opposition

Professional logic

(1.0)

Performance logic

(2.0)

The professional

The product

- ‘Case treatment’

- Professional autonomy

- Standards and routines

- Clients and customers

- Disciplining professionals

- Transparent outcomes

Organizational logic

(3.0)

Organizing logic

(4.0)

The professional organization

Professional processes

- Hybrid structures

- Meaningful management

- Accountable results

- Stakeholders

- Inter-professional links

- Legitimacy/ responsibility

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Beyond (binary) opposition

Professional logic

(1.0)

Performance logic

(2.0)

The professional

The product

- ‘Case treatment’

- Professional autonomy

- Standards and routines

- Clients and customers

- Disciplining professionals

- Transparent outcomes

Organizational logic

(3.0)

Organising logic

(4.0)

The professional organization

Professional processes

- Hybrid structures

- Meaningful management

- Accountable results

- Stakeholders

- Inter-professional links

- Legitimacy/ responsibility

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Organizing professionalism; implications

For organizational participants:

‘Positive coping’ with complex conditions, trade-offs and distrust.

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Organizing professionalism

Against (societal) context, at various levels:

1. Case treatment (collaboration, innovation, use of technology, etc.)

2. Multiple case treatment (planning, prioritization, speed, budgetary constraints, etc.)

3. (Multiple) case treatment in demanding societies (advocacy, coalitions, justification, etc.)

[Noordegraaf, Hybrid Professionalism, Adm.& Society 2007; Noordegraaf, Risky business, Org. Studies 2011; Noordegraaf, Reconfigured professionalism, Adm. & Society 2014; Hybridity and beyond, J. of Professions and Organization 2015]

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Organizing professionalism in health care

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Organizing professionalism (in higher education)

How?

1. Professional schooling and education: investing in new/young researchers/lecturers

2. Smart (instead of SMART) interventions: supporting joint/coordinated action

3. Connective mechanisms: positioning people, creating forms and interactions, setting examples