the organisation Understanding the “shadow side” of What do we mean by the “shadow side”? A couple of definitions of the “shadow side”: the productivity “…all those things that substantially and consistently affect and quality of the working life of a business, for better or worse, but which are not found on organisation charts, in company manuals or in the discussions that take place in (Gerry Egan) formal meetings”. of interactions among members of a legitimate system that fall “…the set outside that legitimate system. It comprises all social and political interactions that are outside the rules strictly prescribed by the legitimate system. It is the arena in which members (Ralph pursue their own gain”. Stacey) The describes the set of interactions among members of an “shadow system” organisation that are outside of the rules prescribed by the legitimate organisational system. It is the informal network of relations within the organisation which are evident in casual hallway conversations, on the grapevine, through the rumour mill and the informal procedures for things ‘getting done’ around here. Burke (2004) further describes the the “shadow themes” as being “unofficial which are not publicly expressed but which may subvert and undermine ideologies” the official ideology in an organisation. The boundaries of the are not be clear and it is through these “shadow system” informal networks and that people can learn and self-organise among ‘procedures’ Stacey (1996) would describe themselves (Stacey, 1996). By “legitimate system” the formal hierarchy, bureaucracy, rules, controls and communication patterns in an organisation. In contrast to the the boundaries of the “shadow system”, “legitimate are usually very clear and its purpose is to carry out the primary task of the system” organisation. Discussion points: To what extent do you recognise the the system in your “legitimate” vs “shadow” own organisation? How would you describe the “shadow side”? Which features characterise the system and which “formal” / “legitimate” characterise the side? “shadow” Egan and Stacey would put organisation culture on the “shadow side”. Or, perhaps some aspects of are influenced or expressed by the formal system; while “culture” other aspects are on the side / informal. “shadow” What do you think?
Understanding the “shadow side” of the organisation What do we mean by the “shadow side”? A couple of definitions of the “shadow side”: “…all those things that substantially and consistently affect the productivity and quality of the working life of a business, for better or worse, but which are not found on organisation charts, in company manuals or in the discussions that take place in formal meetings”. (Gerry Egan) “…the set of interactions among members of a legitimate system that fall outside that legitimate system. It comprises all social and political interactions that are outside the rules strictly prescribed by the legitimate system. It is the arena in which members pursue their own gain”. (Ralph Stacey) The “shadow system” describes the set of interactions among members of an organisation that are outside of the rules prescribed by the legitimate organisational system. It is the informal network of relations within the organisation which are evident in casual hallway conversations, on the grapevine, through the rumour mill and the informal procedures for ‘getting things done’ around here. Burke (2004) further describes the “shadow themes” as being the “unofficial ideologies” which are not publicly expressed but which may subvert and undermine the official ideology in an organisation. The boundaries of the “shadow system” are not be clear and it is through these informal networks and ‘procedures’ that people can learn and self-organise among themselves (Stacey, 1996). By “legitimate system” Stacey (1996) would describe the formal hierarchy, bureaucracy, rules, controls and communication patterns in an organisation. In contrast to the “shadow system”, the boundaries of the “legitimate system” are usually very clear and its purpose is to carry out the primary task of the organisation. Discussion points: To what extent do you recognise the “legitimate” vs the “shadow” system in your own organisation? How would you describe the “shadow side”? Which features characterise the “formal” / “legitimate” system and which characterise the “shadow” side? Egan and Stacey would put organisation culture on the “shadow side”. Or, perhaps some aspects of “culture” are influenced or expressed by the formal system; while other aspects are on the “shadow” side / informal. What do you think?
hand%20out%20on%20shadow%20side%20-%20aug%2013.docx