Why Role Reflection and Systemic Thinking Skills are Essential in Board Practice

With expectations on governance at an all-time high, it has never been more important for Board Members to be high performing and tuned in.  Whilst some of the more obvious performance points noted in guidelines for Boards – such as relevant experience, representation, non-competing interests, relatively few board directors are versed in the knowledge of “organisational shadow”, or it is dismissed in the category of "unmeasurable soft stuff". However, it's very measurable when it shows up and causes unwanted events. So how to work with it?

Shadow is a complex systemic phenomenon which, for the purposes of this article, I will simplify as much as possible.     Where there is light, there is also darkness (light needs dark) – one cannot exist without the other, they exist because of each other, so it is a question of balancing.

Shadow is always present in us as individuals, and, we need a dark side in order to be human and complete.  The work of Carl Jung and subsequently, Gestalt and family system theorists, suggest the “shadow” consists of dark elements that become 'unwanted' or ‘unacknowledged’ ‘parts’; often submerged and hidden or projected (put on others who become scapegoats) or inverted (masquerading as positive aspects).

In human systems, the ‘shadow’ could include qualities such as favouritism, deceit, intimidation, lack of transparency. These aren’t aspects we can so much rid ourselves of completely, at least in their most subtle forms, as become more aware of, in order to reduce organisational harm. This also doesn't have to be a scary or awkward thing - the mindset and conditions with which we work on it are key to creating the psychological safety and curiosity and continuous learning to work with it.

The other imperative of shadow as regards organisational change, is that in my experience as an organisation consultant, you cannot bring your people along into a new vision or organisational reality without first overtly acknowledging the shadow issues- especially the “undiscussables” (and every company has them!).

Thus, the point is not to get rid of shadow, but to work with it by shining a light on it so as to understand it and better integrate and manage it, because it is part of the whole energetic organism that is the culture of the organisation.  In short, it needs to be owned, not ignored or scapegoated onto "bad apples" or individuals that appear to be difficult.

This is not something to be delegated therefore.  Owning it starts at the top, and with understanding what it is and how it manifests. A good place to start is with exploring how the primary activity of an organisation, creates an unconscious impact eg. an organisation whose purpose is linked to health and saving lives, may find its shadow manifests in the opposite of this, and endings and dying maybe unconsciously avoided or considered a failure, rather than work actively with the natural process of living and dying in ringing change through organisation cycles.

Shadow energy manifests in every part of the organisation, so to create the conditions to work with it, Boards and senior leaders need to start with themselves and create the conditions for the organisation to succeeding working with it. Thus, time should be set aside for Boards to include reflective practice (1-1 and group) to actively identify and working with the unconscious aspects of shadow, anticipating them before they manifest in practice.

Shadow shows up through seen and unseen tensions, through relationships with each other, and with the outside world - it happens first in the mind and emotion and generates behaviour that we are often not aware of.  By working on both an individual and group level through reflective dialogue, feedback and impact awareness, it becomes easier to see and comfortably work with.

Robust shadow work also requires all staff to participate at varying levels, because all parts of the system are connected. Thus reflective practice should become available and accessible to all, which will require some training and shifts in ways of working for it to appear and become comfortable in teamwork and managerial processes. When harnessed shadow-work can powerfully uplift performance and generate the necessary positive social energy for change and transformation.

Shadow integration is a vital ingredient of success, without which an organisation may not only experience “rogue events” – known as systemic risk - but will struggle to move forward in change, no matter how good their business strategy. Culture eats strategy for breakfast!

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