ABSTRACT
The main Shadow practices consider a complex and multifaceted individual who needs change to be simultaneously profound in terms of depth as well as across-realms in terms of scope. The ability to manage polarities and deal with paradox is essential for the integration of the shadow. Different levels of consciousness lead to very different styles of management. In later stages of development we encounter depictions of the organisational system as ‘having a consciousness of its own’, references to its ‘generative powers’ and descriptions of the system as ‘engaging in adaptive and evolutionary activities’. Different levels of consciousness lead to very different styles of management. Different projects carry different shadows, and the quest for a shadow-free project is fruitless, as is the quest for a shadow-free human being. Interdependence makes the space of projects even more valid socially and culturally, for the fact that we get together, organise and make ideas come true.
