Shadow
We have already discussed the surface and shadow aspects of personal and corporate life and all diagnostic processes will fail unless they unearth some of the deeper, shadow organizational issues. This opens up four separate areas for consideration: the open and hidden individual; and the open and hidden organization. Table 7.3 offers examples of the behaviours associated with each category.
The shadow routines are driven by the operation of an unspoken understanding between the individual and the organization. This agreement is a tacit and unspoken contract to avoid those issues that might prove potentially damaging to their well being. This phenomenon is referred to as "defensive routines" and has been extensively covered by Argyris. ...
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