There are a number of questions that arise from this understanding of spirituality in organizations. Many of these questions are prompted by lack of understanding or misunderstanding of human nature.
First, is it incongruous to suggest that spiritual needs such as joy, fulfillment, and forgiveness are found in the work environment of an organization? Is membership in organizations an avenue to seek meaning and purpose in life? Mihaly Csikszentmihalyi addresses the question as he writes,
On the job people feel skillful and challenged, and therefore feel more happy, strong, creative, and satisfied. In their free time people feel that there is generally not much to do and their skills are not being used, and therefore they tend to feel sadder, week, dull, and dissatisfied. Yet they would like to work less and spend more time and leisure. What does this contradictory pattern mean? There are several possible explanations, but one conclusion seems inevitable: when it comes to work, people do not see the evidence of their senses. They disregard the quality of immediate experience, and base their motivation instead on the strongly rooted cultural stereotype of what work is supposed to be like. They think of it as an imposition, a constraint, and infringement of their freedom, and therefore something to be avoided as much as possible. (Csikszentmihalyi, 1990, pp. 159-160)
Second, is spirituality weak, as opposed to the qualities needed to work in an organization? This view is based on a misunderstanding of human nature and the nature of spirituality. Existential questions about identity, origin, purpose, values, goals, and dreams are considered to be spiritual questions by most people. People who find answers to these questions are considered strong, not weak.
Third, is spirituality more likely to be experienced in church rather than in the work environment of an organization? This question is based upon a misunderstanding of the emergent process of spirituality. Spirituality is an emergent property of a complex dynamic system. For an individual, it is the evolved human traits expressed in the network of culture. For an organization, spirituality is an emergent property arising from the complex network of interactions of the members of the organization. In the typical church setting, people may be ritual participants for a limited number of hours in a week or month. This limited interaction typically does not create the interactive complex system necessary to allow spirituality to emerge.
What are the characteristics of an organization that allow us to call it “spiritual?” Spirituality does not come from a supernatural source, but is a descriptive term for the evolution of the highest human nature. Therefore, any stereotypical notions of what religious or supernatural spirituality is should be discarded. Spirituality describes people living, working, cooperating, and collaborating in community. It recognizes, draws upon, and celebrates the evolved traits that are common to all of us. It describes meaning making, values, goals, and dreams, and love and joy experienced as individuals and as a community.
True spirituality is not “Pollyanna like” and utopian. Rather, it can be strong and tough-minded when needed. It recognizes the need for structure, discipline, and commitment in human affairs. In any organization, there will be disagreements, arguments, confrontations, and anger. Spirituality seeks compromises, resolutions, and solutions while always respecting and valuing members of the organization. Spirituality holds oneself and others to be responsible and accountable in the life of the organization.
The organization structured so as to allow spirituality to emerge will find that it is more efficient and productive in accomplishing its goals. It will recognize that members are whole persons bringing all their experiences, talents, and gifts to the work of the organization. Management and members will hold each other in equal respect and mutual trust will be the order of the day.
