In response to my most recent post expressing bafflement over the Erving Goffman mystique, several commenters helped out by suggesting classic Goffman articles for me to read. Naturally, I followed the reference that had a link attached--it was for an article called Cooling the Mark Out, which analogized the frustrations of laid-off and set-aside white-collar workers to the reactions to suckers after being bilked by con artists.
Goffman's article was fascinating, but I was bothered by a tone of smugness. Here's a quote from Cooling the Mark Out that starts on the cute side but is basically ok:
In organizations patterned after a bureaucratic model, it is customary for personnel to expect rewards of a specified kind upon fulfilling requirements of a specified nature. Personnel come to define their career line in terms of a sequence of legitimate expectations and to base their self-conceptions on the assumption that in due course they will be what the institution allows persons to become.
It's always amusing to see white-collar types treated anthropologically, so that's fine. But then Goffman continues:
Sometimes, however, a member of an organization may fulfill some of the requirements for a particular status, especially the requirements concerning technical proficiency and seniority, but not other requirements, especially the less codified ones having to do with the proper handling of social relationships at work.
This seemed naive at best and obnoxious at worst. As if, whenever someone is not promoted, it's either because he can't do the job or he can't play the game. Unless you want to define this completely circularly (with "playing the game" retrospectively equaling whatever it takes to do to keep the job), this just seems wrong. In corporate and academic settings alike, lots of people get shoved aside either for reasons entirely beyond their control (e.g., a new division head comes in and brings in his own people) or out of simple economics.
Goffman was a successful organization man and couldn't resist taking a swipe at the losers in the promotion game. It wasn't enough for him to say that some people don't ascend the ladder; he had to attribute that to not fulfilling the "less codified [requirements] having to do with the proper handling of social relationships at work."
Well, no. In the current economic climate this is obvious, but even back in the 1960s there were organizations with too few slots at the top for all the aspirants at the bottom, and it seems a bit naive to suppose that not reaching the top rungs is necessarily a sign of improper handling of social relationships.
In this instance, Goffman seems like the classic case of a successful person who things that, hey, everybody could be a success where they blessed with his talent and social skills.
This was the only thing by Goffman I'd read, though, so to get a broader perspective I sent a note to Brayden King, the sociologist whose earlier post on Goffman had got me started on this.
King wrote:
People in sociology are mixed on their feelings about Goffman's scholarship. He's a love-him-or-hate-him figure. I lean more toward the love him side, if only because I think he really built up the symbolic interactionist theory subfield in sociology.I think that one of the problems is that you're thinking of this as a proportion of variance problem, in which case I think you're right that "how you play the game" explains a lot less variance in job attainment than structural factors. Goffman wasn't really interested in explaining variance though. His style was to focus on a kind of social interaction and then try to explain the strategies or roles that people use in those interactions to engage in impression management. So, for him, a corporate workplace was interesting for the same reason an asylum is - they're both places where role expectations shape the way people interact and try to influence the perceptions that others have of them.
It's a very different style of scholarship, but nevertheless it's had a huge influence in sociology's version of social psych. The kind of work that is done in this area is highly qualitative, often ethnographic. From a variance-explanation perspective, though, I see your point. How much does "playing the game" really matter when the economy is collapsing and companies are laying off thousands of employees?
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