The ideas presented in this chapter encourage us to understand the tensions between the rational and irrational and to find ways of achieving better integration and balance. This has enormous implications for dealing with the challenges of a turbulent world because it is clear current conceptions and belief about organization and management over-assert the importance of “being ration” and “in control” If management is to rice to the challenge of encouraging emergent ,self-organizing forms, these traditional concerns for control need to be tempered by a comfort in dealing with unicorns, flux and change as a norm. Similarly, the qualities of the male archetype that have dominated so much contemporary management need to be supplemented with those of the female . Rational decision processes need to make more room for intuitive creative leaps. The ether of cutthroat competition need to make more room for gentler counterpart.
Interestingly, the forces the forces that can help create the required integration are often present in most origination : in the repressed “shadow side” If on examines the relationship between the dominant corporate couture and patterns of subculture within an organization, one can often see the tensions discussed above struggling for attention. Many sub cultural groups provide rallying points for positive ideas and developments that cannot find formal expression elsewhere , or for COUNTERBALANCING negative aspects of the dominant culture. As such they offer a hidden reservoir of energy and ideas for mobilizing constructive change. It is vitally important for managers to recognize the constructive and reparative side of forces that may at first sight seem to be opposing their polices, especially in circumstances of height interdependence .In recognizing that the shadow side of our organization send sing and managing in a much more integrated way.