Professional culture and organizational morality: an ethnographic account of a therapeutic organization.

Abstract

An ethnographic exploration of the social reality of a counselling and training institute points to the profound impact of the therapeutic paradigm on the 'patterned regularities', the general principles, rules and daily practices, in other words, the organizational morality. The limited house-rules or practices emerged mainly as 'enabling conditions' to let professional autonomy prevail and to maintain the game rather than to prescribe behaviour. Organizational rules, structures, mechanics served as a platform for negotiations among different groups of 'provinces of meaning'. These negotiations do not necessarily show any sense of organizational logic or administrative rationality. Perhaps the opposite is true. Loosely coupled interactions and consensual validation rather than goal-oriented thinking appeared to be the predominant organizational occupation. The irrational, at times even ironic dynamics operative in organizational morality are nevertheless meaningful. They function as 'mapping' and sense-making devices and can be seen as vehicles for reflecting and ordering underlying meanings.