collini in Mars & Medak 2019
longer able to fulfill the promise that it can provide both the
breadth and the specialization that are required to stave off the effect of a
runaway technological unemployment. It is no surprise that it can’t, because this
is ultimately a political question of changing the present direction of
technological and social development, and not a question of institutional
adaptation.
Yet while the university’s performance becomes increasingly scrutinized on the
basis of what its work is contributing to the stalling economy and challenges of
the labor market, on the inside it continues to be entrenched in defending
hierarchies. The uncertainty created by assessment-tied funding puts academics
on the defensive and wary of experimentation and resistance. Imperatives of
obsessive administrative reporting, performance metrics and short-term
competition for grant-based funding have, in Stefan Collini’s words, led to a ‘a
cumulative reduction in the autonomy, status and influence of academics’, where
‘[s]ystemic underfunding plus competition and punitive performancemanagement is seen as lean efficiency and proper accountability’ (Collini, 2017:
ch.2). Assessment-tied activities produce a false semblance of academic progress
by creating impact indicators that are frequently incidental to the research, while
at the same time demanding enormous amount of wasted effort that goes into
unsuccessful application proposals (Collini, 2017). Rankings based on
comparative performance metrics then allow university managers in the
monetized higher education systems such as UK to pitch to prospective students
how best to invest the debt they will incur in the future, in order to pay for the
growing tuition fees and cost of study, making the prospect of higher education
altogether less plau
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