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The Communicative PerformancePacanowsky and O'Donnell-Trujillo (1982) contend that organizational members act out certain communication performances, which result in a unique organizational culture. Performance is a metaphor that suggests a symbolic process of understanding human behavior in an organization. Organizational performances frequently mimic the theatre, in that both supervisor and employees choose to take on various roles, or parts, in their organization. To some extent, the workplace can be viewed as stage and each "actor" enacts different scripted and unscripted dialogues. Let's explore their system of performances.

The theorists outline five cultural performances: ritual, passion, social, political, and enculturation. Although the category system is not necessarily exclusive, you will get an idea about the extent to which organizations vary in terms of how human behavior can be understood. As you read about performance, keep in mind this is one way that an organization and its people interpret their environment.

Communication performances that occur on a regular and recurring basis are termed ritual performances. Rituals include four types: personal, task, social, and organizational. Personal rituals include things that you routinely do each day at the workplace. For instance, many organizational members regularly check their voice mail or email when they get to work each day. Task rituals are routinized behaviours associated with a person's job. Task rituals get the job done.

For instance, task rituals of employees of the Department of Motor Vehicles include issuing eye and written examinations, taking pictures of prospective drivers, administering driving tests, verifying car insurance, and listening to the stories that employees share with one another collecting fees. Social rituals are the verbal and nonverbal routines that normally take into consideration the interactions with others. For instance, some organizational members get together for a happy hour in bars on Fridays, celebrating the week's end.

Finally, organizational rituals include frequently occurring company events such as division meetings, faculty meetings, and even company picnics.

The organizational stories that members enthusiastically relate to others are termed passion performances. Many times, people in organizations become fervent in their storytelling. Consider, for instance, the experience of Adam, who works at a national retail store. Adam and his co-workers hear and retell stories about their department supervisor. The story goes that the boss walks the perimeter of their department every 30 minutes to get an expanded view of the workers and customers. If the supervisor sees something that she thinks is peculiar, she calls the employee into the back room, reviews a videotape of the event, and asks the employee what they will do to improve any future problems. Adam relates that all of his co-workers passionately tell this story over and over to both new and seasoned employees. In fact, even after six years, Adam's passion for sharing the story is the same as when he told it for the first time.