Preventing chiefs from being chiefs: An ethnography of a co-operative sheet-metal factory
通过在法国一家合作制钣金工厂一年的参与观察，研究成员如何通过日常实践防止管理者集权，揭示了避免寡头化的新路径。
Knowledge of how democracy and equality are practically achieved within member-based organisations such as co-operatives remains underdeveloped in the literature. In order to investigate this question, this study is based on a piece of ethnographic work, namely, 1 year of participant observation as a factory worker, which I conducted within a French co-operative sheet-metal factory. Pondering the presence within the co-operative of seemingly powerless chiefs, I draw on the works of French anthropologist Pierre Clastres (1934–1977) on stateless societies in order to study co-operators in their ‘continual effort to prevent chiefs from being chiefs’. Three types of day-to-day practices appear to be central for members of the co-operative in circumventing the coalescence of power in the hands of their chiefs: a relentlessly voiced refusal of the divide between chiefs and lay members; a permanent requirement for accountability and endless overt critique towards chiefs; and the use of schoolboy humour. The case, as analysed through a Clastrian lens, evidences a novel avenue that is conducive to avoiding the fate of oligarchisation within democratic organisations. Indeed, it shows how power can be kept at bay by being named and then embodied in a figure, who is eventually – through mostly informal practices – stripped of all authority. In addition, it suggests that our understanding of co-operation could be greatly improved if researchers’ dominant focus on governance was complemented by studies anchored in the everyday experience of co-operators.