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The paper links this “not-knowing” to competing institutional voices, between top-down control, excellence rhetoric, and workforce cynicism, and treats it as an opportunity to study how epistemic limits are made and enforced across contexts.",{"@graph":14,"@context":72},[15,34,55],{"@type":16,"itemListElement":17},"BreadcrumbList",[18,23,27,31],{"item":19,"name":20,"@type":21,"position":22},"https://docshare.wps.com","Home","ListItem",1,{"item":24,"name":25,"@type":21,"position":26},"https://docshare.wps.com/document/","Document",2,{"item":28,"name":29,"@type":21,"position":30},"https://docshare.wps.com/document/research-report/","Research & 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University of Wollongong  \nOne significant, tangible and interesting challenge for the privatised university is its impedance of particular forms of effective engagement and action in teaching and research, notably with respect to inequities in the broader social context, and the position of the university within that context. In the face of significant resource constraints (themselves the outcome of complex political and economic dynamics) intersecting organisational imperatives toward competition, administrative accountability, unilateral managerial style and ‘best foot forward’ promotional culture combine to produce a particular lack in socio-political epistemology, referred to here as bad faith ‘not-knowing’, or ignorance. A central paradox is that, although the university is evidently devoted to knowledge production and dissemination, and the various issues the sector faces in Australia are well documented (notably: casualisation, ever diminishing research funding, and the implications of the massification of teaching), nonetheless, the general tendency is towards acquiescence and intensification rather than contestation of the processes that give rise to these issues. This not-knowing arises at the intersection of the dissonant and incompatible voices that frame the institution as a workplace: the top-down managerial line and its commitment to control through ‘cost neutrality’, the outward-facing advertorial rhetoric of excellence, and the routine snark of the embattled workforce attempting to harmonise these discrepant formulations of the organisation. It is argued that this empty space of not-knowing is recognisable to people occupying roles in other organisations, and that it represents therefore a peculiar opportunity for those interested in the future of universities as public institutions: there is more to find out about how these organisationally produced epistemic limits are recognisable and consequential across contexts, how they are imposed, and how they contain potential.  \nKeywords: agnotology, new public management, critical university studies, neoliberalism, organisational culture, academic labour  \nThe following paper presents an argument assembled via observations regarding university workplaces, which will be quite recognisable to readers familiar with the Australian academic context. If the argument transpiresto be an interesting one, perhaps the most interesting thing about it might be how easy it is to substantiate, and following on from that, the question as to why, given what is known and knowable about universities, they seem generally to trundle along in much the same direction. It is not likely that this latter question could be answered just here, and it may be that it is a sort of pseudoquestion. Perhaps in the limited space available we could, however, reflect on what such an answer would consist of, and what it might entail. If there is something wrong  \nwith the premises of the question, contemplating that might also prove instructive, as it would seem to invite consideration of the role played in university workplace culture by the discrepancy between public proclamation and everyday practice. As Bourdieu memorably put it:‘practice has a logic which is not that of logic’ (1998, p. 82). This discrepancy or occlusion, common to many workplaces, is especially intriguing in universities, given their apparent function as institutional sites for producing knowledge and making it available.  \nI present this argument here for the following reasons: it might entertain readers to remember again their social and organisational context and how they might evaluate their priorities in that context; it might instantiate  \nvol. 58, no. 2, 2016 Agnosis in the university workplace Andrew Whelan 51  \nA U S T R A L I A N U N I V E R S I T I E S ’ R E V I E W  \ngrounds for forthright consideration of ","cbCaivEEsrmUEQ2K","https://ap.wps.com/l/cbCaivEEsrmUEQ2K","pdf",156326,"English","# Agnosis in the University Workplace\n## Core challenge and paradox\n## “Not-knowing” and organisational culture\n## Public proclamation vs everyday practice\n## Argument structure and implications","[{\"question\":\"What does “bad faith not-knowing” refer to in university workplaces?\",\"answer\":\"It refers to an epistemic lack produced by the intersection of managerial imperatives and competing institutional voices, resulting in ignorance sustained through organisational culture.\"},{\"question\":\"Why does the paper say the privatised university’s culture hinders intelligent work?\",\"answer\":\"Because organisational culture pushes staff to act through a combination of ignorance and bad faith rather than supporting effective teaching and research practices.\"},{\"question\":\"How does the paper connect public claims to everyday practice?\",\"answer\":\"It highlights a discrepancy between public proclamation and daily workplace reality, using Bourdieu’s idea that practice has a logic not reducible to formal logic.\"}]","Australian Universities’ Review - Agnosis in the University Workplace - Vol. 58 No. 2 - 2016 | PDF",1792079565]