At a time when productivity theater, task masking, and sham production have become commonplace, it is clear that we’re facing a profound crisis of work, indeed, of everything considered valuable in our society. Therefore, it isn’t surprising that the principle of performance itself has come under criticism. This crisis has drawn our attention to Daniel Markovits, whose work explores whether the widely revered meritocracy is actually a trap. Consider that the term meritocracy was coined just over sixty years ago, suggesting that this could mark the beginning of the gradual erosion of its meaning. Because the Ivy League university system, whose tuition fees increase each year—so much so that it's questionable whether many students could ever repay them with their ›hands,‹ or more accurately, with their minds—favors only those who have access to the necessary financial resources, while excluding those born into less comfortable circumstances. As a result, it is becoming increasingly clear that we’re currently dealing with an incestuous ruling class in which our elite universities exhibit the characteristics of a closed society primarily focused on self-reproduction. Nevertheless, it seems that this pale cast of thought is affecting the students and graduates of these elite institutions. Why else would it be seen as good form to portray oneself as demonstratively overworked compared to those in lower castes? This brings us back to where we began: the question of whether all this might be a significant productivity charade against our discontent with Modernity.

Daniel Markovits (born August 4, 1969) is the Guido Calabresi Professor of Law at Yale Law School and the founding director of the Yale Center for the Study of Private Law. His book The Meritocracy Trap was named one of the best books of 2019 by The Times.

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Vor einem guten halben Jahrhundert sind Hannah Arendts »Elemente und Ursprünge totaler Herrschaft« erschienen – und auch wenn dieses Werk, als Resultat eines langen geistigen Winterschlafs, etwas in Vergessenheit geraten ist, bietet es doch die psychologisch präziseste Beschreibung dessen, was man als die totalitäre Versuchung der Moderne begreifen kann. Und wenn die Politikwissenschaftler den Totalitarismus allein unter dem Rubrum des totalen Staates verbucht haben, machen heutige, eher dezentral agierende Organisationen klar, dass der Totalitarismus eine Wiederauferstehung erlebt hat, im neuen, überraschenden Gewand. Und dies wiederum ist ein Grund, sich mit Jens Hacke zu unterhalten, der zu der Wiederauflage von Hannah Arendt großem Werk ein langes Nachwort beigesteuert, das selbst die Länge eines kleinen Buches hat. Und weil auf diese Weise die Gedankenwelt der Hannah Arendt revitalisiert wird, lässt sich ein neuer, frischer Blick auf einen Klassiker werden – ein Jahrhundertwerk, das in seiner Bedeutung bis heute noch nicht vollständig erfasst worden ist.

Jens Hacke lehrt, dessen Habilitationsschrift sich mit der Ideengeschichte der Weimarer Republik beschäftigt hat und dessen wissenschaftliche Arbeit mit mehreren Preisen ausgezeichnet wurde, lehrt als Politikwissenschaftler an der Universität Halle-Wittenberg.

Von Jens Hacke sind erschienen

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It may be that the world around us is transforming into a vast puzzle, even a Mystery Play. This situation also extends to our professional environment, prompting organizational sociologists to observe a particularly unsettling phenomenon: the silent exodus of the workforce, characterized by a state of inner resignation where employees merely do the minimum while their minds have long since disengaged from producing quality work. Now, Generation Z, a cohort that can no longer imagine a World without the Internet, has surprised organizational sociologists with a behavior that exhibits highly performative traits and has spawned influencers such as the Anti Work Girlboss and a reigning TikTok hype. What is it all about? The underlying question is relatively straightforward. It asks how one can perform a kind of productivity theater for one's employer or coworkers, in which everyone pretends to engage in highly difficult and complicated tasks. The answer is simple: you stare intently at the screen, make audible grunting noises, wander through the company corridors with your laptop open, or engage in loud conversations at the water cooler or coffee machine. In reality, however, it's all about masking your own inactivity – and using quick shortcuts to hide the fact that you're using your working hours to update your dating profile or live feed.

Cam Caldwell, with whom we discussed all these questions, has spent his entire professional career exploring the issue of effective leadership after honing his management skills in a managerial role. In this context, he has also examined the phenomenon of quiet quitting and its various manifestations.

Cam Caldwell earned his PhD in Human Resources and Organizational Behavior from Washington State University, where he was a Thomas S. Foley Graduate Fellow. Prior to earning his PhD, he accumulated over twenty years of experience as a Human Resource Director, City Manager, and Management Consultant. He has authored more than 20 books on management topics.

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