Practice with Presence

Building a ritual.

Initially, for a ritual to fall onto fertile ground, it needs to be planted into a context of value or meaning for us – this can be a personal belief, an aim that we collectively strive for, or something that defines the way we engage with the world. So, for a ritual to be established, leaders need to think about what they want to celebrate and share with their constituents.

For some organisations, this may be the struggle for the most excellent solution possible, the value of perfection and precision. Examples like the yearly “Housekeeping Olympics” by a large hotel chain are just some of the more colourful among a multitude of practices to embody excellence. Others might wish to connect through their collective belief that a certain product or practice offered will make the world a better place, or it may simply be the belief that lived trust and collaboration should be harnessed and celebrated. Whatever the specific aim may be,rituals can only come into being when they are embedded in a broader meaning.

Having identified the necessary core driver, rituals become reality through repeated practice. The effort and endurance required by rituals are necessary to attain a feeling of reward. Furthermore, routine practice allows us to move beyond a cognitive reflection of the reasons behind the ritual, which in turn increases efficiency.

However, what distinguishes rituals from routines (some organisations would say ‘drills’) is that explaining rituals is not enough: they must be experienced. If one performs a ritual, one practices a routine: the norms of how to practice merely need to be conveyed. In doing so, we create and share meaning without having to describe the reasons. Hence, even though some of our most cherished rituals are only practiced once by us, they become meaningful precisely because they are set within a tradition where they have been performed by many before us and consequently many after us.

Performing a ritual means practicing a routine but practicing a routine does not automatically mean performing a ritual. Not by coincidence has a cosmetic brand (and not a scheduling service) claimed the idea of “Rituals” as their brand identity. A ritual is a sensual “felt” experience that allows us to connect beyond words or reflection. Therefore, feelings, tastes, smells, or sounds can be used as “spices” that allow the habitual practice to transport deeper and more transformational powers. At the same time, allowing for a practice to take root in habit is essential in leveraging the full potential of rituals. Ultimately, a true ritual balances the horizontal, the clear, but demanding, and strenuous aspects of a routine practice with the vertical depth of meaning.  

Integrating both habitual practice and meaningful presence can be challenging, particularly as the power of a good ritual is hard to fathom solely with a rational mind. What “sense” does it make, for example, to ask newly onboarded staff for baby pictures to be displayed in the common area, like the smoothie company ‘Innocent’ does? To the visitor, the rationale behind this onboarding ritual might appear superfluous, or even intrusive, and ultimately be amiss. However, through their wall and their conscious onboarding ritual, the company embodies their shared value of equality as human beings.

This goes to show that rituals do not need to make sense on a cognitive, but on a personal level and that one needs to adhere to the value system to comprehend the practice and legitimise it. In return, this means that the creation of a ritual warrants leaders to not only think about them as a rational means to an end (i.e., increased team cohesion, higher employee retention, productivity enhancement, or increased organisational commitment), but as open spaces that are purposeful by themselves. In other words, for rituals to be efficient, leaders need to find the right balance between holding a safe space and letting go.

“How can we make sure rituals are not abused and do not become dogmatic?”, asked the Mouse.  

The beauty and transformational power of rituals is what makes them delicate yet even dangerous at times. Rituals allow practitioners to directly connect to sensemaking through practice, so they are bridges that pass over the need for explanation and directly link to experience. While this allows people to become a community very efficiently and deeply, it also holds the danger of inviting participants into a community they never consciously decided to join.

Therefore, both creators and participants of rituals are required to stay aware of their responsibility in the process. On the one hand, the creation of a ritual can only be an invitation for others, never a force, and so leaders should give their team the opportunity to decide whether to participate or not. On the other hand, participants must themselves consciously reflect on what the ritual means to them to decide whether it fits with their beliefs and values. The active decision of all involved to participate is not a luxury, but a necessity. After all, rituals only become meaningful if those who practice them embrace and embody them.

When given conscious treatment, rituals can become a powerful force for a living organisational culture. Examples such as the “Walmart cheer” in the morning, the honouring of the “employee of the month”, or the annual “Christmas Party” in the office demonstrate that rituals make us feel connected both to ourselves and others, as well as to what we believe in. And if we consciously decide to accept their invitation, rituals allow us to feel what gives us meaning.

Vera Hampel - 12/2022.