Phenomenology of Aesthetic Organising--Ways Towards Aesthetically Responsive Organizations

Organising and organisational culture always refer to embodied dimensions as well as emotional situations and expressive processes. Despite its apparent significance, relatively little or limited theoretical considerations have been pursued concerning these neglected dimensions. The phenomenological roles of embodiment, emotions and the significance of ways of aesthetic expression for the organisational culture have not yet been a main focus of “modern” organization research and practice so far. Confined to “paradigm of modernity” these realms have been excluded or given a subordinate role on the organisational research agenda. However, there has been a growing interest in emotions and aesthetics on the part of organisation theorists in recent years (e.g. Gagliardi 1990, 1996; Hopfl and Linstead 2000; Rafaeli and Sutton 1987; Ramirez 1991; Sandelands and Buchner 1988; Strati 1990, 1992, 1996, 1999). Phenomenological perspectives offer relevant insights into these neglected processes and can contribute to a further development of an aesthetic approach towards organisations and organising processes. In particular, the advanced phenomenology of Merleau-Ponty allows a descriptive and interpretative approach to the aesthetic role of the embodied, emotional and expressive dimensions of organising. In recognising the bodily and emotional constituents the paper tries to outline a “processual base” for approaching the pre-reflexive, yet active dimensions and influences within the organising aesthetic life-worlds. With this understanding, phenomenology provides possibilities to re-assess the relevance of direct experiences and reinstall the effects and values of phenomenal aesthetic qualities of organisational life. Moreover, “embodied intentionality” and responsive inter-action, respectively, “inter-passion” provide productive media for the enfolding of aesthetic meaning and sensitive responsibilities within organising realities. The article first describes forms of “incorporated” or embodied dimensions of organisational culture. Emphasising the relevance of perception and embodied experiences, organisations are interpreted as embodied life-worlds, within which organising is primarily