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Performative governance: Difference between revisions
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{{a|devil|}}{{quote|“''I define performative governance as the state’s theatrical deployment of visual, verbal, and gestural symbols to foster an impression of good governance before an audience of citizens''” | {{a|devil|}}{{quote|“''I define performative governance as the state’s theatrical deployment of visual, verbal, and gestural symbols to foster an impression of good governance before an audience of citizens''” | ||
:—Iza Ding<ref>''World Politics'', [https://www.cambridge.org/core/journals/world-politics/article/abs/performative-governance/AAC558378BEA651DB7E2480ECFFB4E10 Vol 72, Issue 4, October 2020, pp. 525 - 556. ] “Performative governance should be distinguished from other types of state behavior, such as inertia, paternalism, and the substantive satisfaction of citizens’ demands.”</ref>}} | :—Iza Ding<ref>''World Politics'', [https://www.cambridge.org/core/journals/world-politics/article/abs/performative-governance/AAC558378BEA651DB7E2480ECFFB4E10 Vol 72, Issue 4, October 2020, pp. 525 - 556. ] “Performative governance should be distinguished from other types of state behavior, such as inertia, paternalism, and the substantive satisfaction of citizens’ demands.”</ref>}} | ||
{{quote|“What a useful thing a pocket-map is!” I remarked. <br> | |||
“That’s another thing we’ve learned from your Nation,” said Mein Herr, “map-making. But we’ve carried it much further than you. What do you consider the largest map that would be really useful?” | |||
“About six inches to the mile.” <br> | |||
“Only six inches!” exclaimed Mein Herr. “We very soon got to six yards to the mile. Then we tried a hundred yards to the mile. And then came the grandest idea of all! We actually made a map of the country, on the scale of a mile to the mile!”<br> | |||
“Have you used it much?” I enquired.<br> | |||
“It has never been spread out, yet,” said Mein Herr: “the farmers objected: they said it would cover the whole country, and shut out the sunlight ! So we now use the country itself, as its own map, and I assure you it does nearly as well.”<br>}} | |||
:—Lewis Carroll, ''Sylvie and Bruno Concluded'', (1895) | |||
Just as well this kind of thing could never happen in a corporate environment. | Just as well this kind of thing could never happen in a corporate environment. | ||
“Performative” is a voguish word, and if the learned author thinks she’s discovered something new — that administrators manage [[second-order derivative]]s and [[Proxy|proxies]] of their political problems rather than engaging in the political problems themselves — she would do herself a favour by reading {{author|James C. Scott}}, {{author|Jane Jacobs}} and others who have been articulating these ideas for seventy or more years — but ''since'' its fashionable, and since it ''is'' bang-on the money, let’s go with it. | “Performative” is a voguish word, and if the learned author thinks she’s discovered something new — that administrators manage [[second-order derivative]]s and [[Proxy|proxies]] of their political problems rather than engaging in the political problems themselves — she would do herself a favour by reading {{author|James C. Scott}}, {{author|Jane Jacobs}} and others who have been articulating these ideas for seventy or more years — but ''since'' its fashionable, and since it ''is'' bang-on the money, let’s go with it. | ||
With — perhaps — a spin. You perform governance, generally, by approximating it: creating crude, two-dimensional stick-figure illustrations of a four-dimensional<ref>Yes: ''four'', and I don’t even need to exceed Euclidean geometry to get there: governance propositions mutate over ''time''.</ref>reality which is genuinely ineffable: with social systems there is never the necessary information, nor boundaries, for any simplistic representation to work. | |||
{{sa}} | {{sa}} | ||