Why Every Organization Should Do Shadow Work

The "shadow" is a part of our subconscious that forms in the first 20 years of life. It develops when we learn that certain behaviors or traits are not acceptable or safe in society. When that happens, our brain pushes these traits into the subconscious, even though they are still part of who we are.

For example, as kids, we’re taught that sharing is good and not sharing is selfish. So, we learn to share, even though there are times when it’s important to keep things for ourselves. But because we were taught that keeping something is wrong, we may feel ashamed when we do it. We might even try to convince others (and ourselves) that we’re being generous, even if we kept what we wanted most. This is the essence of shadow work—acknowledging these hidden parts of ourselves. The shadow is neutral. Sometimes the traits we hide are negative, but they can also be neutral or positive.

In shadow work with organizations, we help individuals recognize their own shadows. These shadows can shape motivations and identity. For instance, at work, we may be taught that collaboration is important, but we may also want to do parts of a project on our own. Instead of owning that feeling, we try to convince others that we’ve been collaborative, even if we weren’t. Shadow work allows us to embrace these contradictions, leading to radical self-acceptance and a more humanized approach.

If we avoid this work, we risk becoming defensive and divided. We might believe, for example, that we did everything right in repairing a relationship at work when in fact, we could have done more. By embracing these paradoxes, we become less defensive, more honest, and less likely to project blame onto others.

Once individuals start understanding their own shadows, we can move to team and organizational shadows. Without shadow work, teams and organizations can become defensive and resistant to change. This is especially true in equity work. Many organizations have inequitable practices. If an organization can’t admit that it is both equitable and inequitable, inclusive, and exclusive, it can’t address its shadow side. When someone says they’ve experienced racism or sexism at work, for instance, the organization might deny it by pointing to its good qualities, dismissing the person’s experience instead of looking inward.

Shadow work encourages organizations to own their entire identity, including the parts they’ve hidden. This helps them move forward and better achieve their mission and vision. It’s tough work, which is why many organizations avoid it, but the results are transformative and revolutionary.