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Organizational rituals are repeated, taken-for-granted behaviors that may have both positive and negative effects for organizations. They are basic, patterned, and habitual sets of cultural practices, often operating as a set of tacit rules that guide day-to-day work interactions. Positively, especially where they connect to deeply held organizational beliefs and values, organizational rituals may ensure the routine performance of beneficial actions for the organization and its clients or customers. Organizational rites, being ceremonial and explicit in such events as celebrations, emphasize, formalize, and reinforce these connections, helping to integrate the organization's culture. Rites depend on rituals for their existence. Negatively, organizational rituals may sustain inappropriate behaviors and affect the organization's ability to change, even providing grounds for resistance. Positive approaches to organizational rites are dominant in corporate culturism and cultural engineering, where resistance to rituals is seen as a problem to be overcome. Critical approaches tend to see resistance to ritual as part of the politics of organizational culture and evidence of the need to recognize and manage diversity.

Conceptual Overview

Rites and rituals are associated with other cultural forms—symbols (objects, performers, heroes), language and semiotics (jargon, signs, jokes and humor, gossip, metaphor, slogans), and narratives (myths, legends, and stories). The terms originated in the sociology of Emile Durkheim and the social anthropology of Arnold Van Gennep, who introduced the idea of rites of passage in relation to maintaining order through transition and change. Durkheim was concerned with the magical and religious significance of social practices and the integrating function of culture.

In anthropology, ritual behavior relies on mimesis, whereby actions and behaviors that are associated with states of magico-religious grace are copied and repeated in ritual forms such as dance in order to reinduce such states of elevation. They are incorporated into staged, sometimes sacrificial, rites, both to bind together communities and to appease external forces, bring good fortune, and ward off evil. Ritual always has some magico-religious connection in the sense that it is intended to maintain and improve, or manage, something important and with material consequences but insubstantial in itself—such as luck. Sportsmen, for example, often have a series of superstitious behaviors that they must perform before they go out on the field. There is no necessary rational connection between these behaviors and what ensues, but they are positively sustained by belief, negatively by habit.

Organizational Rituals

Rituals tend to be taken for granted because they are an integral part of social roles and jobs and how they are carried out. An organizational ritual is a relatively invisible day-to-day practice that is accepted as the way work and interaction are performed within the organization's culture. Different parts and levels of the organization will have different rituals because of differences in what they do—decision-making rituals will be important for management but less so for those with operational roles. Because they are repetitive and routinized, often daily, rituals become an accepted, “common-sense” part of how social life and working behavior are conducted and accordingly are not visible to those who act them out. Because they are taken for granted, they can become an important part of individual and group working identities—and may become a resource for resistance to change. Common cognitive and behavioral sensemaking practices implicitly define, for members of an organizational culture, what is normally done, but the importance of ritual is also moral and symbolic, representing a common culture and its value system and indicating group expectations of what ought to be done.

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