Beware the "Shadow Organization"

Think back to the last time you pissed someone off at work. Maybe it was more than one person. Did you piss off a whole department? Or give people in places of influence a reason to band against you? Perhaps a reason to distrust, feel threatened, or attacked by you?

You, my friend, may have a "Shadow Organization" working against you...

"Shadow organizations" (a term coined by psychologist Gerry Egan) are groups of people - particularly in work environments - who pursue particular agendas within an organization. These are the political unions, factions or alliances that may spring up as business transpires. Unlike spy movies, however, these organzations are rarely acknowledged or set up in a conscious manner. They usually just evolve. That lack of real organization makes them particularly tough to notice.

Sometimes the shadow organization can be as small as one person; one key individual with enough power, influence or visibility to single-handedly impair a project with either half-hearted commitment or thinly veiled distaste.

Consider the following possibility:
You advocate for a change that impacts multiple departments in your company. For different reasons, a trio of line managers become opposed to the change objective; one objects to the bottom line impact for his budget, another objects to the possible increased work flow on his people, still another simply objects because he is 6 months from retirement and has no interest in being a part of a major project on his way out. Each of these people will find ways to block, stall or openly confront this change objective. In the worst case, they will band together - although working separately - to kill the objective.

The trick to surviving the threat of shadow organizations is to play the political game, while taking special care not to appear political. Ah, there's the rub. That's a skill few, if any, possess.

In the scope of a promotion producer's duties, shadow organizations are a very real threat; often forestalling plans, but more importantly, the occassional career. Promotions producers float among a set of various departments, acting as servant to the needs of some, consultant to the challenges of others, and sounding board to all. A good producer is often pointing out what's missing - angles that make a story more promotable, shortcomings of video, strapped resources. In the commission of her duties, a promo producer's honesty and frankness are necessary attributes. Exhibiting them, however, comes with an occassional price.

The trick to surviving this threat lies in "knowing the audience" - my, doesn't that sound familar? Like any other project under our supervision, we need to treat each interaction like a spot. Before putting words and thoughts on paper - or in this situation, out in the world - it pays to consider:

1. Who's the audience? We all know our co-workers and internal clients better than we give ourselves credit for. We know who bristles at suggestions, who invites them, and who is too afraid to be given a decent idea. Make selective, uniquely-tailored choices about how to address the problem and the person. Just like a well-produced promo gets past an audience's indifference, your message can get past the defenses of a shadow organization when presented properly.

Consider the advice of Robert Greene in his book, "The 48 Laws of Power". Rule #19: Know who you're dealing with - do not offend the wrong person;

"The ability to measure people and to know who you're dealing with is the most important skill... Without it you are blind... Know their ins and outs before you even decide whether or not to deal with them..."

Care for a more pro-active approach? Rule 33: Discover each man's thumbscrew;

"One of the most importnat things to realize about people... is that they all have a weakness, some part of their psychological armor that will not resist, that will bend to your will if you find it and push on it. Some people wear their weaknesses openly, others disguise them. Those who disguise them are often the ones most effectively undone through that chink in their armor."

2. What's my objective in raising this? Admit it, sometimes you want to call a person out. Or an expensive bureau is constantly under-utilized. Whatever the motivation, is there a greater amount of motivation out there to oppose my point? Ultimately, we need to be authentic with the people we work alongside. But take a minute to clarify your motives to yourself. If they're all about you, maybe it's best to leave that alone.

3. Who do you threaten? Yeah - I said it! Our business is in a state of turmoil or denial (depending upon your vantage point), and it's a tough time for those who once basked in the glory of 50 shares. In some cases, the downswing in business is matched by a downswing in energy and ambition, what with Father Time setting in. Put yourself in these peoples' shoes. NOW how do you sound? Put in their position, how much would you want to shut you up?

4. How well do you know your history? Honestly, when's the last time you traced the relationship tree in your organization? Who worked with who where? How did Person A and Person B becomes such enemies? Why does Person C demonstrate an almost Quixotic loyalty in Person D? The answers are in your organizational history. Sometimes your market history. Maybe even the corporate history. That old saying about folks who don't learn from the past is right - the past comes back on them.

The flispide is they also miss the good parts of the story. How C & D became such friends and partners will very often tell you about C & D individually, and C & D as a shadow organization. These are lessons and details you're wasting if you don't learn the history.

Find a good organization historian. One who's information can be readily verified. Sometimes, all you have to do is ask these historians general questions: i.e. "Where'd that policy come from?" Those five words could then lead to an afternoon of useful information gathering. It's vital information about how your organization - and the shadow organization(s) within it - has evolved.

I'm sure someone is feeling this article is sounding paranoid. Never forget: Just because you're paranoid, that doesn't mean they're not really out to get you. Well, maybe not you - maybe just what you stand for.

My point is, shadow organizations exist - good, bad, or indifferent. Look for them, understand what motivates their actions and how they mobilize. Then, deal with them effectively.

This isn't some "CYA" centered behavior - it's work centered behavior. Nothing can come from good intentions alone. Get my drift?