The aim of this article is to propose a narrative (syntagmatic) theory of how a meeting between spirituality and organizing can occur. The theory is composed of fictive stories collected by me from various authors. It takes the form of another story, a kind of meta-story, authored by me. I look upon spirituality as awareness, and I associate it with smooth space in Deleuze and Guattari’s (1996) terminology. Organizing is to me an ongoing process, both based on and enabling communication, and I link it to more striated space. Authors were asked to think about a meeting between those spaces represented by minimal symbols and compose a story. I have organized the narratives according to their main plot and storyline into stories of clash, enclosure, merger, and experience. In the first the spaces conflict; in the second, one turns of to be part of the other; in the third they unite in another space; and in the last they co-construct a novel understanding. I then discuss the plots, the outcomes of the plots, and how the plots work to produce the outcome. Finally, I explore the symbolism of the encounter between spirituality and organizing, looking for possibilities of greater understanding and inspiration.

This article examines whether organization development and diversity consulting have the capacity to foster and sustain systemic change for social justice in organizations in the United States. In a number of her speeches and essays, Audre Lorde made the powerful statement that “the master’s tools will never dismantle the master’s house.” My premise is that systemic racism and oppression in organizations (the “master’s house) was built with and continues to be maintained by the ideologies of materialism and white supremacy. My conclusion is that to achieve sustained systemic change for social justice we need to replace these ideologies and return to pre-existing belief systems of spirituality and interdependence so as to bring about true justice and equity.

Organizational spirituality is a widespread phenomenon and as such deserves the attention of academics. Of particular interest – and the focus of the paper are the internal dynamics which often drive spiritually imbued organizations (the term ‘spiritual organization’ will be purposefully avoided throughout the paper as burdened with troublesome implications) towards stagnated, immutable world view. I will suggest that these mechanisms may be elucidated – to a certain extent - by referring to Karl Weick’s theory of sensemaking. I will also argue that this approach contributes to the explanation of certain phenomena which can be observed in such organizations, many of which are very conservative, immutable structures. Accepting the heritage of conclusions drawn by Michael Pratt in his seminal article (Pratt, 2000), I supplement his approach by adding the results from my own empirical study. I will further use them to demonstrate the inadequacy of introducing a spiritual world view into the organizational environment from a theoretical and practical perspective. Finally, it will be argued that modern organizations are not securing conditions for the successful introduction of widely understood spiritual concepts.