I’m always trying to make sense of my incredibly passive-aggressive workplace, a national hospital (which is a recent huge conglomerate of four Oslo hospitals) that has continually stated for the past several years that it wants to be the primo research hospital, but somehow never quite manages to get to that exalted position because it can never settle on one good philosophy for getting there. Trying to decipher the philosophies behind the decisions made over the past few years has preoccupied me for quite some time. The current philosophy is that in addition to being scientists, we should be accountants, bookkeepers, secretaries, technicians, group leaders, lecturers, teachers, inventors, patent holders and administrative geniuses. This should all be accomplished during the work day which consists of reading and answering a lot of useless emails describing the latest change or new regulation. Ok, before I hear the collective moan from my American friends who tell me how awful the job situation is in America right now, and I know it is, let me just say that the USA may be going through an economic crisis, but the ‘land of the oil money’ is also going through some kind of economic crisis as well. They are also going through a true existential crisis. I really don’t think the politicians know what they want anymore. And it really is no better here in social-democratic Norway than in the good ol’ USA, despite the NY Times articles that are always presenting Norway as such a wonderful country—the land of milk and honey. The milk and honey wells are drying up. There is major downsizing afoot here in the public sector, New Public Management (NPM) is taking over (even though there is ample data showing that this business philosophy does not work), and the emphasis is on efficiency, productivity and on marketing your work and yourself as a product. It’s all about the patents, baby—the more the better. It’s about competition and flying high over the radar. NPM is supposed to increase efficiency but as far as I can see the only thing that has increased is the number of bureaucrats needed to direct the few remaining workers who truly want to work, who still have their work ethic.
A good example of the new complexity associated with NPM is the division of leadership into administrative and professional leadership. A worker now reports to an administrative leader and a professional leader (in essence your real boss because this is the person who has the professional competence to function as a mentor for you). If one is lucky there are just two leaders to report to these days. Some workers now have four administrative bosses (who again all report up-over in the system to each other) whereas one year ago it was sufficient with one leader who tackled the administrative and professional tasks. The logistical problems associated with this are huge and the practical consequences are just confusing. Here’s a good example—a researcher talks to one administrative leader about his or her future and is advised to proceed in one way, however the other administrative leaders each have their takes on the situation and have not talked to the others, so the result is a huge mess. You can get told that you should not seek a research group leader position by one leader, whereas the other one comes into your office asking you if you want to be a group leader. And yet another one is advising you to build up your group this month but half a year ago the same person was telling you to wait a few years to do so and to rather focus on collaboration and teamwork with your current group leader. Is this crazy-making behavior? Yes, it is. Are these leaders aware of their inconsistent behaviors? I don’t think that they are. That’s the tragedy.
Thus, the goals are always moving targets. A few years ago, it was easier to take aim and to hit the target than it is now. My question now is more along the lines of—what are the goals really? At least a few years ago it seemed as though the goals were still to work hard and to produce good research work. Now I don’t know anymore.
I think reality TV thinking has invaded the mindsets of the public sector. Everyone is expected to be a star and to perform on cue. The problem of course is that this way of thinking IS the problem. There can only be a few stars, and the rest of us simply have to make do with the meager talents we have. Unfortunately, the biggest proponents of NPM are researchers who were never very good at research but who got promoted to cushy administrative positions, learning economy and management along the way in their endless leadership courses, and directing the productive researchers on how research should be done, all the while cutting the number of research positions available. The problem is one of envy if you ask me—the non-productive researchers who are now the administrators are envious of the researchers who actually DO the job they were hired to do—research, guiding students, writing articles, and publishing. I have a small problem believing that you can be a research hospital without doing research. What’s next—research outsourcing? That’s going to cost the country a pretty penny.
Jimmy Carter once used the word malaise to describe the feeling in America at the time he was president, if I remember correctly. That is what is happening to many researchers I know here—they are experiencing a malaise that is leading to a lethargy that will eventually be impossible to reverse. The desire to work hard and to do your best is disintegrating at a rapid rate. I understand why.
