The Problem of Educational Under-performance – 1.2
1.2
Pseudo-positivity is just one of numerous variables that can co-exist in the perceptual habitus of educational managers at any level. For example, I have found it associated with significant levels of personal anxiety (psychosocial discomfort) about operational responsibilities: ‘yes-saying’ is a tactic for coping with fear. Managing people in order to supply the policy demands put together by authoritarian bosses can be eased by abnegating personal responsibility for dealing with the difficulties they confront you with. Straightforward compliance appeases and flatters those influential people who can do you most damage. It is also a good method of coping with people who are certain of themselves and have sufficient social influence to set rigid targets that are not up for negotiation. The authoritarian tactic is then passed on down the line by the managers themselves to fend-off attacks from below. Staff are informed of the challenges faced by the organisation in relation to objectives defined by those in government.
When confronting difficulties people will look for answers in the form of certainties to control their psychosocial distress: these certainties are the rules or laws developed by the three figurations we pay to supply the truth – the theologians and their acolytes the priests; the philosophers; the mathematicians and their acolytes the scientists. Such people come up with the conventional wisdoms that pattern our experience, whether it be policy makers or the managers and staff who put their policies into operation. Correspondingly, there is significant encouragement for managers to adopt the same habitus as their bosses which in turn produces plenty of the required ‘yes-saying’.
However, when certainty evaporates managers will search their habitus, and if necessary consult their friends, for tried and tested methods of dealing with the threat they face. In such conditions of high relative uncertainty, people select what they perceive to be the least risky, yet viable option – do as you’re told. This decision has another important virtue: if it all goes wrong you can pass the buck. The thought that there is a get out even if disaster occurs, relieves the psychosocial distress of decision making when confronting situations over which you have little control: Seligman showed quite convincingly, that those who blame others are less prone to depression.
The pseudo-positive habitus is a cover up born of the need to control psychosocial distress when managers confront rigid authoritarian demands from above. Pseudo-positivity supplies a veneer, that gives managers the appearance of being ‘business-like’, beneath which there lurks nothing but a highly paid ‘go-for’. Pseudo-positivity is also a technique used to quell any resistance from below by stigmatizing those who are not compliant as negative. In addition, managers often supplement their pseudo-positive habitus with an obsessional interest in defensive administration to cover their backs against any auditing of hard evidence: the job is seen to be done through sterile policy statements and paper trails.