Goffman, from Presentation of Self [bulleted formatting added]:
In previous sections of this chapter some general characteristics of performance were suggested:
- activity oriented towards work-tasks tends to be converted into activity oriented towards communication;
- the front behind which the routine is presented is also likely to be suitable for other, somewhat different routines and so is likely not to fit completely any particular routine;
- sufficient self-control is exerted so as to maintain a working consensus;
- an idealized impression is offered by accentuating certain facts and concealing others;
- expressive coherence is maintained by the performer taking more care to guard against minor disharmonies than the stated purpose of the performance might lead the audience to think was warranted.
All of these general characteristics of performances can be seen as interaction constraints which play upon the individual and transform his activities into performances. Instead of merely doing his task and giving vent to his feelings, he will express the doing of his task and acceptably convey his feelings. In general, the representation of an activity, especially when this representation is socialized in accordance with interaction standards, will vary in some degree from the activity itself and therefore, in a certain sense, will inevitably be a misrepresentation of it. And since the individual will be required to rely on signs in order to construct a representation of his activity, the image he constructs, however faithful to the facts, will be subject to all the disruptions that impressions are subject to.
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As I read this, it occurred to me that if Goffman had written this book today, he would have needed a chapter on the role of producing data as part of our everyday performances. (We even call it “performance data”.)
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For administrators, the effort of capturing data is incredibly light. The burden falls on those who report to them (a.k.a. their “reports”).
The effort for administrators comes mainly with analysis, which can be deferred indefinitely, with no weakening of justification for the data-capture requirements. Administrators have no practical burdens to restrain their data-capture requirements, and so the requirements are largely unrestrained.
Administrators generally deny that activities and performances are separate things, and assume they are one and the same. It is understood that data measures what the reports should be doing anyway. Therefore, reports have no valid reason to resist measurement — otherwise they appear to have something to conceal, or they are just whiners or grumblers. So administrators encounter no real resistance in their quest to gather comprehensive data by which to evaluate the performance of their reports.
Finally, the object of scrutiny is objective data, which — unlike subjective impressions — cannot lie, and therefore cannot be blurred, squirmed around or contested.
The situation creates an intensified and extensified panopticon effect, where the guard has the power not only to look where he chooses, but also when, and with digitally augmented intelligence, to analyze with superhuman speed and thoroughness, and issue incontestable judgments.
Eventually, when administrators have the means to extract 100% performance from their reports, there is no time nor energy left for effective action. The system begins to fail. More data is gathered in an effort to identify the cause of failure, and to root out nonperformers…
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If you want to control both means and ends, you have to really understand what is going on, and that means forgoing two of the greatest pleasures of authority: 1) being lied to and 2) despising philosophy.