During the past year or so I've been in analysis with a Zurich-trained analyst. I am immersed first in the experience of analysis and coming at theory as a secondary consideration, if that makes sense. Still, the loss of my tribal "participation mystique" was one of the first casualties of analysis. As an example, what was a calling feels more and more like just a job! As tribal "leader" however, I have to contend with the projections, not to mention the expectations, of its members and the controlling Board of Directors that grants me my authority. Needless to say, this has been uncomfortable. My emergent identity is not the CEO my title suggests.
Hi Gary,
I apologize for taking so long to reply. After coming back from vacation, I was swamped. To make matters worse, I started writing something long and rambling on this subject. Well, such is my MO, I suppose. Here's the first half. Yes, there's still more coming.
. . .
That's very interesting. It has occurred to me that businesses could take on tribal expressions of sociality and that most of us live the majority of our waking lives within these "tribes" of our colleagues and/or employees. And like true tribes, businesses are meant the survive and to thrive. But at the same time, I'm not sure that many conventional business values are really compatible with the human sociality instinct (as I've been trying to study it).
For instance, most businesses are very hierarchical, but most true tribes lean toward the egalitarian. A true tribe would never "downsize" its population just so the chieftain and the most elite could remain in greater luxury. A true tribe is what it is and has to survive as what it is. The rules and conditions of the market are not the same as the rules and conditions of tribal environments. Where "Darwinian" notions of survival of the fittest are championed in the business world, it is usually in the name of justifying some harm done to others (and not always competitors). But in nature, it is the fittest within groups that survive, not the fittest between groups. I.e., the "more fit" lion does not survive by eating the entire gazelle population. As long as the environment sustains it, a dynamic balance typically develops among interrelated species. But if a drought caused a certain vegetation to die, the herbivores that feed on that vegetation dwindle and approach extinction and the lion population probably struggles even more than the herbivores (do to the nature of predation and hunting and the limitations of species like big cats).
That is of course a massive oversimplification . . . but even thus simplified, it presents a much more complex and interrelated model than the "social Darwinism" invoked by some corporations.
And I'm sure there are many other differences between tribes and businesses, but the one that stands out most to me is that true tribes usually have shamans or some form of "psychotherapy" that treats participation in order to keep it healthy and functional (or "soulful"). The only individuals who get cut out of a true tribe are those who fall out of participation, which is a taboo violation (perhaps "heresy", but it could be an "anti-social" crime).
With the absence of shamanism, what is the force in a business "tribe" that keeps it "ensouled" and survivable as a whole social unit. I wonder if such a "tribe" could be heavily hierarchical and "ensouled" at the same time . . . or does "ensoulment" (what is protected by participation mystique) require relative egalitarianism or at least a sense that every member is worth "saving" and maintaining and keeping functional at all costs?
These are all musings and rhetorical questions. I don't have any real business experience and therefore not even any speculative replies. But I have had jobs in which I lamented that the sociality and participation of the employees was not really adequately attended to or treated. The management theories I've encountered tend to focus on how a company can manage to get more for less from its employees (whether from ruthless demands or from various forms of misdirection, distraction and "bribery"). But is it possible that a tribal model could be employed by a business in the attempt to make a survivable and sustainable enterprise? How does a company treat the quality of participation in its employees? How might a company make that participation "mystical" . . . i.e., linked into the construction and maintenance of tribal identity in an instinctual way?
One thing I feel pretty certain about is that each member would have to be "recognized" and actively involved. If people feel like they are second or third class and have to live on the bottom rung of the status ladder, they don't usually feel genuinely involved. Hierarchies tend to alienate those with lower status . . . and lower status people (depending on the environment) may develop greater anxiety. I would hypothesize that it is those employees who feel most alienated and who have least say in the company's operation who are most likely to get "sick" or "lose soul".
Anyways, there are a lot of potentially viable aspects to explore in a tribalistic business model. Stuff that goes way beyond ridiculous exercises in "team building". Team building doesn't respond to the problems inherent to hierarchy and so rings false to those forced to do it 99% of the time.
As for being a CEO who has fallen out of participation mystique, that could end up causing a ripple effect, depending on what your company is like and how it is organized. Where there is a real sense of mystical participation in a group, those in participation can intuitively sense those who have fallen out of it. And this intuition (usually entirely subconscious) can create paranoia, destabilization, and perhaps overreactions (like trying to authoritatively shove the participation of the tribe into rigid routines, everything running like clockwork in an "anal-retentive" manner). But this kind of pressure can place severe demands on a dynamic system (like tribe/community). It's like a defense mechanism, maybe.
In my own lingo, where a leader falls out of participation in the tribe, the "heroic or shamanic spirit" that helps guide a successful leader by allowing for progressive change and adaptation loses its model. And wherever the hero stumbles, the Demon leaps in to take over. Rules, rigidity, oppression and abuse of the shadow. To be even more Jungian about it. That shamanic spirit is not merely the spirit of the valuating hero archetype (as I have written about it on this site . . . not the same thing as the conventional hero in Jungian thought). It is the spirit of the Syzygy, the hero/animi pair. Where the animi/soul is lost, the ego also loses its heroic orientation (and can regain it only by some form of heroic "soul retrieval" or animi-redemption process . . . which is a very common motif in fairytales). The lost animi/soul has typically been devalued in some way . . . perhaps because too strict a definition was placed on it, it was taken for granted, it was not adequately respected, etc.
The animi/soul is present, albeit more or less implicitly, in participation mystique or in the sense that the sociality one engages in is "good", "real", or even sacred. But when the animi/soul is lost, the journey to retrieve or redeem it is very often a personal one (which is to say, heroic/shamanic). The retrieved/redeemed animi/soul is the individual's connection to Self, not the connection of the individual to the tribe (which had previously been the receptacle of Self projections before the loss of soul/failure of participation mystique). In shamanic tribalism, the shaman may be responsible for soul retrievals. That is, the shamanic rite is performed in order to re-sanctify participation mystique, reconnect the individual to the group as a valued member.
But in modern society, the shamanic individuation journey is thrust upon us and cannot be outsourced to a shaman. Even our psychotherapists are not exactly shamans. We still have to do the work ourselves. My observation, though, is that these individuation journeys do typically result (when successful) in rejoining a tribe (or joining a new tribe where we feel our participation to be mystical/sacred or ensouled). If individuation can be abandoned in favor of tribal indoctrination and reconnection, it most likely will be.
And that makes for a very vague and at times complexed relationship between Jungians and the process of individuation. Jungian and various quasi-Jungian ideas constitute tribal world views, belief systems and value systems. They are systems of identity construction and participation. When one "discovers Jung" for the first time (if one is attracted to what Jung suggests), I think it typically comes as a breath of fresh air. Or perhaps as the discovery of a secret sacred place where one increasing manages to slip off to. In this secret garden, there is soul food and aqua vitae . . . and we find that our souls have been starving (probably for a very long time, although we just started to realize it). The connection to this secret garden commonly manifests in the representation of the animi . . . and relationship with the animi becomes equivalent to slipping away into this garden for nourishment.
At the same time, we may have other more "worldly" reactions to this new impulse to slip away to the animi and the secret garden. It may strike us as inappropriate, addictive, maybe somewhat delusional. Our new soul hunger may not make sense to us rationally. It may even be experienced as unwelcome and our subjugation to it as a shameful weakness. From what I've seen, as we linger in this limbo, we eventually come to a fork in the forest path. To the left there is gradually accumulating skepticism probably spurred by the growing realization that the animi and the garden, though fascinating and compelling in many ways, don't really lead anywhere. Certainly not "back to the world" weighed down with spiritual riches and enlightenment to disseminate "altruistically". We may even ask how our escapes to the animi's garden are any different than drug or drink that temporarily transports us away from our everyday selves. In this position, one (in this example, a man) is like Odysseus stranded on Calypso's island, enchanted but dissatisfied and stuck . . . within a wonderful but somehow incomplete fantasy.
People who get to this point and take this left hand path are probably likely to abandon Jungian thinking (and maybe Jungian analysis). They may or may not retain some fondness for Jung, but Jung doesn't significantly define their identities and worldviews. Or, they may even react more negatively toward Jung and toward what they perceive as a foolish flirtation and temporary delusion where they were sucked up into a bit of nonsense but now clearly know the real from the illusion.
On the right hand path, one moves on to accept Jung and the Jungian worldview as an essential truth and special insight into living. One wants to always live in the animi garden and dedicates oneself in some way to trying to bring the fruits of that garden to others. This is what I would consider joining the Jungian tribe, adopting the Jungian values and identity constructions, embracing participation mystique.
There are some notable problems with the right hand path, though. For one thing, the left hand path that leads eventually out of participation with Jungianism, finding Jungianism not conducive to living in the modern world is entirely valid (not necessarily a "correct" interpretation of Jung, but a wholly valid and logical life choice). That is, to take the left hand path instead of the right hand path is not a failure of any kind (as right hand path devotees might claim). Those advocates of the right hand path of indoctrination into the Jungian tribe inevitably sacrifice some degree of skepticism about the functionality of the tribe. They cease asking (rigorously enough) whether this Jungian tribal garden is an illusion/delusion or some kind of maladaptation. Instead, they accept belief in the inherent goodness of Jungianism and its worldview. They often become more concerned with either protecting or promoting Jungianism . . . not reforming or truly progressing Jungianism.
But there is another problematic curiosity about the right hand path. Jung himself, founder and culture hero of Jungianism, was enormously skeptical of such a path and much more equivocal about relationship with the unconscious or the anima than most (at least classical) Jungians are. As the first Jungian, Jung did not seek to stay in the anima garden. He came to study it, and he drank a bit of its living water . . . but then he recoiled at the many temptations this brought up for him. I'm sure there are historical reasons that bolster Jung's equivocation: his inconsistent/somewhat unstable mother, his relationships with women (Sabina Spielrein most of all), etc. Whatever the case, Jung was repulsed by his own oscillating attraction to the anima. He worried that the anima was dangerous and could possess a man. He recommended treating it a bit like Odysseus treats Circe (go to her bed, but bring a sword, and make sure she meets your "rational" demands and does not turn you into a swine).
The religion of the Jungian tribe is based in the religification of the unconscious. Jung at times seems to recommend this. He does locate religious feelings and experience in the unconscious. But he devotes his efforts to describe the unconscious to descriptions of something chaotic and potentially dangerous. The unconscious for Jung is like a wild animal that can't be truly domesticated. If we believe the unconscious can become our pet, we are deluding ourselves (and have unconsciously fallen under its possession, probably acting out its archetypes). But if we reject it altogether, we have no soul food, no meaning. Jung felt the only way to juggle the need with the danger of the unconscious was to develop a strong ego. To use another analogy from the Odyssey (there is no literary character, in my opinion, more like Jung than Odysseus; the Odyssey is THE Jungian myth . . . the personal Jungian myth): Jung wanted to be bound to the mast of his ship as he sailed past the sirens. He wanted to hear the sirens, but not be drowned trying to embrace them.
But as with Odysseus, Jung's position requires special, elite status. He is the only one who doesn't have to stuff his ears with wax. He is the sole guinea pig of his experiment. We can admire that great curiosity and perhaps bravery . . . but take a closer look at the relationship between Odysseus and his crew(s). The crews of Odysseus' voyages do not fare very well. Not infrequently, Odysseus is the only one who survives disaster after disaster. And recall also that the reason for these disasters is that Odysseus has personally offended Poseidon by blinding Poseidon's son, Polyphemus (and bragging about it). The reason that Odysseus survives each disaster where most of his crew members do not is that Odysseus is favored by Athena, who manages to protect him.
Somewhat imaginatively, I would suggest that this is also the case for Jung. He survived his individuation voyages because his anima protected him . . . and this in spite of the fact that he had numerous nasty things to say about her. An interesting parallel is Jung's wife, Emma. Not only did she endow Jung with a house and a sizable amount of wealth, she tolerated his affairs with other women (Jung would even frequently bring Toni Wolff to his house where Emma was expected to accept her). One could say that Jung depended on Emma's enabling in order to "be Jung" . . . in order to hear the siren song without drowning. Jung lived in special circumstances that few others have access to. Most people do not have the option of individuating within such a protected and unusual context and with so few worldly repercussions.
It is my opinion that this historical background to individuation theory has left Jungians and Jungian analysands with a highly distorted notion of individuation. To pursue individuation the way Jung did is impossibly "heroic" (not in the sense I usually use that term) and tends to lead to inflation (as he himself openly acknowledged in CW 7,
Two Essay on Analytical Psychology). And the only Jungian "treatment" for inflation is to "heroically" overcome it with empowered ego consciousness and rational detachment (strapping oneself to the mast again). It's an unworkable system.