
https://link.springer.com/book/10.1007/978-3-319-93323-8
Kristina Nielsen: Call Centers have been the study of multiple linguistic and cultural studies that often focus on the topic of outsourcing labor or the spread of neoliberal values. Your book seems remarkably different in its focus in that it takes place in London and focuses on calling scripts, could you please explain how your book frames call center work in a different light than other scholars who have studied this kind of workplace and why that is so important?
Johanna Woydack: As a global city, London has been a hub, if not the hub, of Europe’s call center industry, making and taking calls worldwide. Call centers support numerous industries, such as financial services, fintech, and the tech industry by relying on highly educated multilingual migrants who, taken together, form a capable workforce. It is not unusual in London call centers to find someone working from the EU or the Commonwealth making calls to places across the globe including the US, Gulf countries, the EU, Asia, South America or New Zealand and doing so in multiple languages. As a result London is an important focus for call center work.
As you mentioned, a lot of the other call center literature focuses on offshore (monolingual) call centers as part of the spread of neoliberal and (neo)colonial values, allowing researchers to highlight topics such as globalization. Typical emphases in the literature are the novelty, exploitation, and exoticness of call centers and offshoring of services from the Global North to South including time-space compression. Although this has been important research, it perhaps paints a misleading picture by downplaying the importance of onshore call centers, which outnumber offshore call centers in terms of employment workforce percentages. By contrast even vibrant and vital Western call center hubs such as Toronto, Dublin or London, sites of incredibly large numbers of call centers, look odd. Yet these centers are integral to the global and local economies and allow us to study globalization, post-fordism, migration and integration, standardization, organizations, surveillance, gender, social class, language learning, and upskilling among other things.
I was fortunate to be able to enter the call center industry as both an employee and researcher thus giving me unusual access for a researcher to daily practices. To my knowledge, there is no other long-term ethnography of a call center. Based on my four years of fieldwork and over one hundred interviews, I found that a call center is a lot more than just a place where people read from scripts and are monitored round the clock and as a result become robotic and deskilled. In fact, I observed that scripts aided second language learning and grounded increasing professional, cultural and linguistic competencies. I focused on scripts because they were not only representative of call centers and their standardization, but linked different levels of the company: corporate management, middle management, and agents. My work is inspired by classic ethnographies of workplaces such as Michael Burawoy’s Manufacturing Consent and Donald Roy’s Banana Time, but also Erving Goffman’s books Asylum and Stigma. I applied an innovative methodology combining Dorothy Smith’s ‘institutional ethnography’ with Greg Urban and Michael Silverstein’s ‘transcontextual analysis’. I call this framework ‘institutional transpositional analysis’, a method by which I follow the career of a script to investigate why it is created, changed and performed as it travels through the organization and how different actors contribute to an organization and express their agency. I believe this method can be applied to studying other organizations, not just call centers.
Kristina Nielsen: In this book, you follow the social life of a call center script, how does focusing on following a script’s career rather than a person’s career allow you to tell a story that is not often told about the workplace?
Johanna Woydack: There is a tradition to design research around chains, threads, and trajectories to follow the flow of objects to create multi-sided ethnography. I am thinking, for example, of Sidney Mintz’s and Ulf Hannerz’s work. By following text trajectories, in this case, the social life of a script from its creation to its death, I created an ethnography within an organization that is integrally multi-sided in terms of the corporate hierarchy, employees of diverse backgrounds, and clients around the world. Following a person’s career would not have highlighted this multiplicity. My methods further allowed me to explore what standardization means in the call center. As the call center’s controversial raison d’être, standardization raises questions of agency, surveillance, resistance and compliance by multiple actors from (corporate) management, to team leaders and finally to call agents. Besides that, I was inspired by Michael Silverstein and Greg Urban’s seminal book on The Natural History of Discourse, especially Richard Bauman’s chapter on the “Transformation of the Word in the Production of Mexican Festival Drama” which also explores how a script is re-contextualized and re-entextualized, although in a different context.
Kristina Nielsen: Working with corporations while in the field poses its own sets of challenges to fieldwork, could you tell us about your approach to working within a corporate setting?
Johanna Woydack: As many other ethnographers who have done fieldwork in corporations or on factory floors, I was also an employee and gained full access as an insider. I first worked the phones and then was promoted to team leader. One challenge in such research, especially when the agenda is developed outside the corporation, is to gain management approval. I asked management whether they would allow me to do research and interview fellow co-workers while working myself as an employee and they agreed. It was my impression that they appreciated my application of linguistics not only in my own work for the corporation and in my research but also in training and helping co-workers interact on the phone and improve their performances so that corporate targets were met.
Kristina Nielsen: One of the theoretical frameworks you engage with in your book is the notion of standard which has been a mainstay of linguistics but is often looked at as a phenomenon that is resisted from the bottom and controlled from the top. How does your account of standardization show some of the nuances and motivations that might not be clear from previous accounts?
Johanna Woydack: My account of standardization offers insights into types of participants marginalized or overlooked in previous non-ethnographic studies such as middle management and team leaders, not just the agents.
These insights emerged through the mapping of a script’s textual trajectories encompassing the entire organization, and through field notes on the surrounding real life back-stage activities during a script’s career. Campaign managers and team leaders are important figures whose interpretations and actions influence proceedings on the floor. Ethnographic observation allows one to see how they perceive standardization or work with it on a daily basis. Discussion of team leaders or middle managers in previous call center studies has been limited to mention of supervisors who are part of a system, but has not recognized these employees as a significant interest group with the capability to act differently from their line managers.
The trajectories of the script and many of my fieldnotes not only highlight the actual existence of different interest groups within the organization, but also show that in real time all participants (agents, team leaders or middle managers) have agency, for example, when they recontextualize a script in a new context, orally or through hand-written annotations. This is an important form of agency overlooked in most previous studies that draw only on interviews or questionnaires. Ethnographic insights reveal that it is not the sole purpose of a script to regulate activities within the organization. Only corporate management and the client believe a script is static. Participants further down the hierarchy conceptualize a script as part of a textual trajectory and therefore transforming throughout its journey. Changing a script is not an act of resistance but of performative improvement of benefit to the company and its clients, as well as agents. Hence, scripts and standardization vary in meaning from corporate management to participants on the floor. Against this background, the notion of what standardized, standard or standardization means becomes more difficult. If understanding depends on the hierarchical position of a participant, whose understanding do we take?
Finally, I wanted to draw a more complex picture of standardization as in social theory and sociology it has tended to be derogatory leading to homogenization, deskilling and ultimately to dehumanization. I started off from the assumption that standardization does not have to be negative and investigated possible benefits in actual use. For example, a significant number of college graduates work in call centers in London because competition for most jobs is fierce and graduates from other countries compete with graduates of over 50 domestic colleges/universities. It often requires some time in London before migrants find a satisfying job in their fields of expertise. In the meantime, to make money and improve their English, they may work in a call center. Often this becomes an opportunity to improve one’s linguistic competence and launch oneself into an appropriate professional career.
Kristina Nielsen: Would you say that your book is a story of how call center agents… have agency?
Johanna Woydack: This is one of the facets of the book. I wanted to re-conceptualize the concept of resistance as it can be crude. Previous works on resistance, both Neo-Marxian and Foucauldian, although epistemologically very different, have succumbed to what Dennis Mumby has “called the duality of control and resistance”, wherein there is no room for agents, agency or subjectivity. Agency tends to be limited to upper echelons of power structures. Equally, if there is resistance, it is assumed to be guerilla-like, never collective, as it is read as subsumed within and reproduced by control mechanisms.
Agency, however, in call centers such as the London centers I explored is part and parcel of the skilled work entailed by those who operate the phones as well as by their leaders and management. Lower-level agency is often missed because of the negativity associated with calling as robotic and because it is a job that is mostly oral; the oral and technical skills of agents can be invisible and illegible even to managers.
I was also interested in producing a framework to study an organization in the new economy, including providing voices to different people such as middle management and lower-level employees.
On yet another level the book is about how standardization works or perhaps fails to work and how it is interpreted. The drive to standardization is not limited to call centers (including the desire to impose scripts top-down) but also appears in institutions like schools and hospitals, making the topic one of even greater general interest.
Lastly, I provided a larger story about being a graduate/immigrant in London, about London socialization and about how call centers play an integral part in the local and global economies. One’s call center past is something successful graduates or other individuals might hide due to social stigma but in safe settings agents report gaining important cultural and linguistic skills there.
Kristina Nielsen: Finally, call centers are a topic that most readers can relate to because they have inhabited the role of customer at one point or another. Is there one thing that you would want readers to learn about call centers, not as academics but as customers?
Johanna Woydack: Call center workers usually work hard, are educated, tech savvy and with time, become skilled in communicative competence, although this is sometimes hidden by constraints of the system. They try to help consumers but sometimes cannot because of conflicting logics and rules within rules that the system has created. They navigate their way through these constraints the best they can but often this is a challenge they cannot meet on their own. The industrial sociologist Marek Korczynski has theorized this conflict and dilemma as consumer-oriented bureaucracy.


