A few years ago I organised a one-off training session on research for activists. It went well and had … no discernible impact on how anyone did anything. So it goes. I reflected on this – and other training I have been part of as a punter. And I came to the conclusion that unless you are part of a group that values the new skill/knowledge, then whatever shiny new training you have been one will simply not become embedded, and you and your group will stick to what you know. This is not a particularly startling observation. But now at least I have a citation I can back it up with when I am whining about the smugosphere
It’s from a bloody brilliant paper –
Perkmann, M. and Spcier, A. 2008. How are management fashions institutionalized? The role of institutional work. Human Relations, Vol. 61 (6), pp.811-844.
Zeitz et al. (1999) distinguish between the transitory adoption of a practice and its enduring ‘entrenchment’. Entrenchment is defined as the institutionalization of a practice to the extent that it is unlikely to be abandoned. They argue that while the mere adoption of a practice indicates the exposure to a fashion, entrenchment is required to induce a lasting change of practice. They identify five ‘pillars’ by which a fashionable concept can become entrenched: models (spurring imitation), culture (promoting identification), education (again spurring imitation), regulative/coercive influences (exerting power) and technical-rational influences (providing recipes for improving performance). Assuming that such entrenchment can occur at different levels of analysis, from individual, organizational, interorganizational to the societal level, they propose a set of ‘indicators’ that can be used for empirically assessing as to whether a practice has become entrenched: formalization, compatibility (with other practices), depth, systematic coherence (with other concepts and strategies) and the existence of ‘webs of interdependencies’ (Zeitz et al., 1999).
(Perkmann and Spicer, 2008: 814/5)
And that citation is this – Zeitz, G., Mittal, V. & McAulay, B. Distinguishing adoption and entrenchment of management practices: A framework for analysis. Organization Studies, 1999, 20(5), 741–76.
So, a while back there was talk of me doing a training or two with a group. But since only one person in that group knew me/valued the training, and he wasn’t going to be sticking around, (he and I) decided it was at best a waste of time, energy and morale for all concerned, and at worst actively harmful (destroys the credibility of innovation, turns it into a ritualistic set-up-to-fail thing).
Doomed, I tell you, all doomed. So what.