october 10, 2014 prof.dr mirko noordegraaf ( [email protected] )
DESCRIPTION
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 ( [email protected] ) Utrecht School of Governance (Utrecht University) & - PowerPoint PPT PresentationTRANSCRIPT
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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 ([email protected])
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