The shadow group: Towards an explanation of interpersonal conflict in work groups

Abstract

Purpose

The purpose of this paper is to introduce the concept of the “shadow group” as a partial explanation of intragroup relationship conflict in organizations. Also, to offer a new model of the “self‐in‐group” comprising a binary pair of opposite selves (“overt self” and “shadow self”) held in balance by the awareness of the “inner observer”.

Design/methodology/approach

It is proposed in the paper that when an individual is triggered into emotional reactivity, especially as a result of projection, their shadow self engulfs their overt self and replaces it as the operational entity. In a group setting, the overt selves of the individual members constitute the overt group while their shadow selves comprise the normally dormant shadow group. As group conflict escalates from one member's initial emotional outburst, more and more members experience shadow‐self engulfment and eventually the shadow group may operationally replace the overt group. The dynamics of the shadow group are illustrated by means of two case studies.

Research limitations/implications

The study identifies a number of empirically‐testable hypotheses that arise from the shadow group approach including the hypothesis that individuals who have high inner‐awareness are less likely to experience negative emotionality (shadow‐self engulfment).

Practical implications

The paper shows how emotionally‐based relationship conflict can be prevented by the exercise of emotional intelligence competencies to keep the shadow group in check.

Originality/value

The study builds on Jungian theory to provide new constructs that help explain the dynamics of negative emotionality in relationship conflict.

Citation

Hede, A. (2007), "The shadow group: Towards an explanation of interpersonal conflict in work groups", Journal of Managerial Psychology, Vol. 22 No. 1, pp. 25-39. https://doi.org/10.1108/02683940710721929