This situation is very common. We can often find people we know in that mood. Decades trapped in the contradiction that goes through the centuries, or rather overcoming the contradiction, with comfort. Transformation vs. contradictory management.

Participation or not in the institutions of bourgeois democracy has been, over almost two centuries, a revolutionary left debate, which continues in some places and contexts. But it is not the intention of this text to address this thorny issue, but to refer to other institutions and spaces apparently outside the institutions less identified with politics. Who does not know in their environment, especially at work, one of those people considered leftist and critical that one day is appointed for a position or post? In the educational center, in the university, in another administrative space… we often define these people with the term “Jatorra”. Our peers, our friends, our acquaintances, our peers in some social or political initiative… those who want to change the world, society or, from the absolute humility, some small aspect of the reality around them. They are defined as leftist in most cases, progressive, critical, rebels… We agree with them in the criticism to denounce the status quo and the injustices of power, and have participated and, in some cases, driven in various transformative initiatives. They often criticise the organisation, procedures, verticality and bureaucracy of the structures that work and express themselves in favour of other forms of operation.

But one day they have the opportunity to be part of that structure that they perceived with a very critical vision, proposed from above or named, or chosen by their peers. They hold on to the charge with new air, with freshness, to do things with desire in another way. Of course, you know it will be difficult. They know that the structures of the system are rigid and that the inertia of the workers in the area is very deep, both above and below. There are cases where, taking into account the limitations established by the system, intentions and initial thrust are maintained and progress is made. Not enough, of course!, but progress to praise. But in many other cases, that desire to change things is diluted. In a short time. Among the regulations that are reality but which at the same time are the main excuse… I want, I would do, but… The way to understand responsibility for the charge, loyalty and submission to the responsible superiors, the inertia of the organization and structures, the thousands of management tasks, the desire to reach a higher position… Driven by some or all of these aspects, our partner, former combat colleague, has become another piece of machinery. The warmth of the big office and the wage supplement make the contradiction more bearable. The concern that originated in the beginning was diluted over time, with the capacity for transformation and fire completely extinguished. He was sympathetic and will surely remain friendly, but transformed into a bureaucrat, limiting “authenticity” to loyalty to power. In this competition of transformation vs. management comes the second in most winners.

Who doesn't know them? People change with time, with age. Some, with management or management fees, even faster.

Leaving these spaces in the hands of system advocates is not a solution, it is clear, but we need to be aware of the risk of occupying these seats. Keep the reflection on the management/transformation dichotomy on. You can't turn it off. You must smoke. And there's only militant tension to keep the transformative fire going. And look back: At what point, at what point, did I become a bureaucrat?

Iñaki Etayo