"I see managerialism as a virus which has as its main attribute the destruction of altruism and of individual clinical and scholarly activity. I think that is a bad thing, for it suppresses individual oddities like me.
Managerialism does not allow outliers, but it is from those outliers, those mavericks, those oddballs that innovation is spawned. And I know that if the managerial systems we now live under in universities and the NHS existed 25 years ago, we would not have been able to do what we did. We would not have been able to tear up the old beliefs and models of care, particularly for drinkers, and try something new. We would still be insisting on treating so-called alcoholics in residential facilities.
And now we are being told that what we do is not good enough. We are told there is cash for change, not for sustaining what we have already created. What changes, a return to a belief in the diseases of alcoholism and drug addiction with some kind of genetic or biochemical basis?
I have lived my life in a highly politicised domain of healthcare, where prejudices rather than evidence drive our actions. And it is getting worse. There is a preoccupation with so-called evidence based practice. Very often the evidence is collected from compliant subjects thousands of miles removed from the populations we attempt to care for.What about practice-based evidence?"
Fantastically relevant article for Part 1 "The concept of evidence-based practice" and actually it contradicts some of the ideas proposed by Hargreaves (1996) in his comparison of the idealised evidence-based environment of medicine vs. the chaotic unprofessionalism found in education (paraphrased very badly no doubt!). Managerialism exists in many different professions and seems incompatible with providing evidence for good practice no matter what the profession's previous foundations. A thought-provoking article.
Reference:
Hargreaves, D. (1996) Teaching as a research-based profession: possibilities and prospects, The Teacher Training Agency Lecture 1996