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Bureaucracy Re-Enchanted? Spirit, Experts and Authority In Volume 11(1): 59–79 ISSN 1350–5084 Copyright © 2004 SAGE (London, Thousand Oaks, CA and New Delhi) Bureaucracy Re-enchanted? Spirit, Experts and Authority in Organizations articles Catherine Casey School of Business and Economics, University of Auckland, New Zealand Abstract. Bureaucracy is challenged and examined from almost all quarters in organizational analysis. As part of wide debate over post- modern cultural theorizations there is now much debate over the viability and retention of bureaucratic forms of organization. It is often argued that bureaucracies have been displaced by more rapid-response entre- preneurial and strategic configurations. Yet we can observe examples of bureaucracy that deliberately select, repress, discard or restore elements of bureaucratic norms and values. This article proposes that there is emergent evidence of a raft of new activities occurring in contemporary bureaucratic organizations, which challenge our conceptions of bureau- cratic organization. The article draws attention to some unconventional practices, many of which involve the invocation of alternative sources of authority and legitimacy. It raises questions for the implications of an apparently counter-rational, counter-bureaucratic, re-enchantment impulse. The analytic, interpretive exploration of these questions draws bureaucratic organization back into society and social analysis. Key words. bureaucracy; contested authority; counter-rationalities; express- ivism; society Bureaucracy as an eminent edifice of rationalizing modernity endures. Defended by some, reviled by others and widely relied on by most to keep the myriad practical matters of everyday life routinely running, bureaucracy seems to be a social accomplishment regarded with ineluct- able ambivalence. Bureaucracy is challenged and examined from almost DOI: 10.1177/1350508404039658 www.sagepublications.com Downloaded from org.sagepub.com at SAGE Publications on August 11, 2016 Organization 11(1) Articles all quarters in organizational analysis, and regularly tested and negoti- ated by practitioners within bureaucratic organizations and consumers alike. In the classical Weberian view, modern bureaucratic production and administrative organizations manifest in their everyday processes and enactments the forms of rationalization and secularization characteristic of societal modernization. The modern bureaucratic organization epitom- izes the systematic, methodical, rational-legal instrumentality of indus- trial society. Its central task is to stand steadfast against contrary forces of unreason, disorder and disorganization. But profound changes in the social institutions of work and production in recent decades include contestations to the institutionalized practices and assumptions of modernity and modern bureaucratic organization. As well as wide debate over postmodern cultural theorizations and other social critiques of modernity there is now much debate over the viability and retention of bureaucratic forms of organization. Indeed, it is often argued that bureaucracies have been displaced by more rapid-response entrepreneur- ial and strategic configurations thriving, it is said, not on order but on chaos. Technological developments (especially in electronic communica- tions, financial systems and e-commerce), changes in societal practices, (significantly the rise of networks of markets, neo-liberalism and com- munalism) and new theories of knowledge, notably those arising out of critiques of Enlightenment thought such as postmodernism and complex- ity theory, have, many argue, surpassed modern notions of organization, authority and rationality. Yet at the same time we can observe examples of bureaucracy practised on a range from its classically conventional forms, to hybridized functional forms, and to strategically adaptive forms (as Crozier predicted) which select, repress, discard or restore elements of bureaucratic norms and values on strategic occasions. Among the many representations of and challenges to bureaucratic forms of organization, a raft of new activities which our Weberian-derived conceptions of bureaucratic organization find unexpected are evident. As a consequence, in part, of detraditionalization and institutional decline, as well as modern societal rationalization, a heightened individualism in the West fuels a number of counter-institutional impulses. Among them is a disillusionment with monological rationality and a growing current of interest in alternatives to rationalization and disenchantment. These trends have important implications for bureaucracies as systems of rational power and authority. Organization studies is long familiar with critiques of bureaucracy from critical sociological and liberal managerial perspectives. But despite much discussion and promotion of organizational change and bureau- cratic reform in recent decades, the reforms have resulted in an intensification of modern organizational rationalities rather than their transformation. A corresponding increase in the fallout of this 60 Downloaded from org.sagepub.com at SAGE Publications on August 11, 2016 Bureaucracy Re-enchanted? Catherine Casey intensification presents in increased cynicism, ethical erosion and neur- otic over-adaptation. Through the 1990s these outcomes led many organ- ization analysts to think in terms of a critical defeatedness—an acceptance, for many, of a postmodern dissolution of the acting subject. Some retained a Marxist interest in resistance but many accepted a Foucauldian shift to identity as remnant, incorporated, resistance. Still others celebrated a strategic entrepreneurialism of homo economicus in a marketized society. Common to each of these differing perspectives is an inattention to criticism and contestation of rational bureaucratic organ- ization expressed through neither intellectual nor political means. In this article I draw analytic attention to some unconventional prac- tices now being experimentally explored in organizations in Western countries. In addition to, if not contrary to, the instrumental rational intentionality of bureaucratic organizational process and production activity, an apparently growing number of employees and managers pursues counter-rational interests, individualistic intentions and altered career trajectories. These interests, which de-privilege homo economicus, include diverse individual pursuits of spirituality and mystical experi- ence. Importantly, they involve the invocation of alternative sources of authority and legitimacy, including, controversially, among some employees, invocations of traditional authority from communalist and ethnic identity sources. Discussion of the latter trend, perhaps more evident in post-colonial Western countries, is deferred in this article. Of the two particular trends in unconventional challenges to bureaucratic organization I focus here on what are called, for want of a better term, ‘New Age’1 explorations among organizational employees—including once conventional bureaucrats and technical experts. These explorations include various experiential activities in spirituality, soul-seeking, meditation, mysticism, divination, mind/body therapies, and Eastern religious traditions and practices of yoga, feng shui, and so forth. There is evidence that many seekers of a contemporary spirituality are demanding an outer expression of their inner experiential discoveries—in both new rituals and altered social practices—against those conventionally prac- tised. They present, for instance, demands for ‘spirituality at work’ and demands for greater ethical correspondence between an inner world and the outer world. As well as individuals (defying Weber) openly pursuing these activities in their workplaces many corporations (for example, IBM, Apple, NYNEX, Ford, Telecom, Deloitte and Touche) support and encourage staff participation in various programmes of ‘spirituality at work’. A proliferation of literature, seminars and conferences on these matters is widely available to managers, employees and MBA students in the West. These activities raise a plethora of questions. Are these activities signs of a widening institutional crisis evident even in administrative and economic bureaucratic organizations? What are the implications of this apparently counter-rational, counter-bureaucratic, 61 Downloaded from org.sagepub.com at SAGE Publications on August 11, 2016 Organization 11(1) Articles desecularizing impulse? Does the organizational response indicate the strategic, entrepreneurial, counter-social turn in organizations in which, as part of a market displacement of society, a heightened individualism among professional and elite employees poses new demands on organiza- tions? Or does a spectre of Weber surround these efforts to re-enchant bureaucracy? Are bureaucratic organizations, in tolerating or encouraging these unconventional at-work pursuits, responding to a deep crisis of their own making in exclusively privileging an intensified, singular modern instrumental rationality? Have the disenchanted, dispirited managerial and technical expert employees defected, or might they be accommodated in a revised bureaucracy? The analytic exploration of these questions in this interpretive article draws bureaucratic organization back into society, and social analysis. In considering whether bureaucracy might accommodate contestation from heightened or idiosyncratic individualism, and from desecularist and communalist authorities as competing rationalities at work, the article considers the bureaucratic
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