"There's a show going down tonight
It's the hottest show in town
Down to that Gypsy Cafe
Where the freeway turns around
Once a week or so you know
These people show up to play
And they're gonna be stars someday
They're gonna be stars someday!" Slip over here for more ...

In the last installment, I introduced the character behind management-ism. The 'can't manage what can't be measured' mindset that seeks metrics for measuring everything. Peter Block once asked the question, "If performance appraisals are so good, why don't we perform them on our spouses?" We don't perform them on our spouses because we have better ways to assess the goodness of that relationship. In absence of relationship, though, where we merely inhabit roles and perform process scripts, managing by such metrics might seem to make all the sense in the world. The management-ist sees no contradiction in employing 360 degree feedback strategies. The rest of us certainly do! Slip over here for more ...

Continuing the investigation of the secular religion of Management-ism started HERE, continued HERE and HERE ...

The last installment introduced Dr. Bob Ironside, a General Practitioner who fled the managed care system to start a subscription-based health advocacy clinic, where his clients actively collaborate WITH him to maintain health rather than simply treat illness.

Dan Starr, in his comment on the third installment, noted that the HMO (Health MAINTENANCE Organization) concept originated in just this idea, a physician/client partnership focused positively, to maintain health and so reduce health care costs. It morphed into its opposite, where the object became negative, to reduce health care costs by aggressively "managing" allocation: dictating delivery terms, questioning diagnoses and treatment recommendations, and tightly limiting reimbursements to minimize costs. How maintaining health shifted into minimizing costs might serve as the general pattern defining the difference between the manager and the management-ist. Slip over here for more ...

Last Tuesday, Amy and I convened a conversation. Sponsored by the local Chamber of Commerce to bring the business community together to consider: Surviving the downturn.

To our surprise, most reported no loss of lift, no panic. No one wore a barrel.

How does one take the temperature of a town? I'd spent the morning waiting with my dad while my mother was injected, inspected, reflected, and ultimately rejected for now: no obvious cause. Scheduled for continuing tests. Conclusions inconclusive.

Life, being holographic, presents herself in various equivalent disguises. Where ever I go, there she is. The phantom hitchhiker. "Say, isn't that the same woman we passed a hundred miles back?" Rod Serling authors every life.

So we convened, listening more than facilitating. Prepared to be changed by what we heard. What DID we hear? The conclusions inconclusive. More tests coming.

How to represent what we heard? One way is a word cloud- see above graphic. Another is word jazz, where the sound and shape and meter carry as much meaning as the words: see below- Slip over here for more ...

This posting continues the story started HERE and continued HERE. This third installment of my investigation of Managementism, the profoundly popular theology influencing everything from food production to health care, looks at one example of one practitioner who choose to step "Off The Grid."

In the last installment, I introduced a doctor, Bob Ironside, who, dissatisfied with the management of the health care system he was a part of, took personal agency to make his part work much better. I was sitting in an extremely comfortable room—I would not call it a waiting room, because it was clearly not designed for any activity as wasteful as waiting—for a chat with Bob about his life off the grid. Slip over here for more ...