Why managerialism: it’s tolerant and meritocratic
by Sebastian Benthall
In my last post, I argued that we should take managerialism seriously as a political philosophy. A key idea in managerialism (as I’m trying to define it) is that it acknowledges that sociotechnical organizations are relevant units of political power, and is concerned with the relationship between these organizations. These organizations can be functionally specific. They can have hierarchical, non-democratic control in limited, not totalitarian ways. They check and balance each other, probably. Managerialism tends to think that organizations can be managed well, and that good management matters, politically.
This is as opposed to liberalism, which is grounded in rights of the individual, which then becomes a foundation for democracy. It’s also opposed to communitarianism, which holds the political unit of interest to be a family unit or other small community. I’m positioning managerialism as a more cybernetic political idea, as well as one more adapted to present economic conditions.
It may sound odd to hear somebody argue in favor of managerialism. I’ll admit that I am doing so tentatively, to see what works and what doesn’t. Given that a significant percentage of American political thought now is considering such baroque alternatives to liberalism as feudalism and ethnic tribalism, perhaps because liberalism everywhere has been hijacked by plutocracy, it may not be crazy to discuss alternatives.
One reason why somebody might be attracted to managerialism is that it is (I’d argue) essentially tolerant and meritocratic. Sociotechnical organizations that are organized efficiently to perform their main function need not make a lot of demands of their members besides whatever protocols are necessary for the functioning of the whole. In many cases, this should lead to a basic indifference to race, gender, and class background, from the internal perspective of the organization. As there’s good research indicating that diversity leads to greater collective intelligence in organizations, there’s a good case for tolerant policies in managerial institutions. Merit, defined relative to the needs of the particular organization, would be the privileged personal characteristic here.
I’d like to distinguish managerialism from technocracy in the following sense, which may be a matter of my own terminological invention. Technocracy is the belief that experts should run the state. It offers an expansion of centralized power. Managerialism is, I want to argue, not compatible with centralized state control. Rather, it recognizes many different spheres of life that nevertheless need to be organized to be effective. These spheres or sectors will be individually managed, perhaps by competing organizations, but regulate each other more than they require central regulation.
The way these organizations can regulate each other is Exit, in Hirschman’s sense. While the ideas of Exit, Loyalty, and Voice are most commonly used to discuss how individuals can affect the organizations they are a part of, similar ideas can function at higher scales of analysis, as organizations interact with each other. Think about international trade agreements, and sanctions.
The main reason to support managerialism is not that it is particularly just or elegant. It’s that it is more or less the case that the political structures in place now are some assemblage of sociotechnical organizations interacting with each other. Those people who have power are those with power within one or more of these organizations. And to whatever extent there is a shared ideological commitment among people, it is likely because a sociotechnical organization has been turned to the effect of spreading that ideology. This is a somewhat abstract way of saying what lots of people say in a straightforward way all the time: that certain media institutions are used to propagate certain ideologies. This managerialist framing is just intended to abstract away from the particulars in order to develop a political theory.