What about other ventures in which Susan is interested? Could she be encouraged by her coach to form or join an existing career support group in which she can enter into dialogue with other members of the organizational underground about her own frustrations and grievances, while also identifying and articulating her own emergent (or re-emergent) interests? This may not be enough. This support group can become a hollow organization in which its members can also assist and gain assistance from one another regarding ways in which to translate these interests into successful entrepreneurial ventures.

One member of the hollow organization (Harold) knows of a theater company’s need for a part-time manager. Margaret fills the bill with her background as the past owner of a small business. Another member of the hollow organization (Gwen) has read about the creation of a new undergraduate program in project management at the local community college. Jim (an out-of-work corporate manager) would seem to have all of the knowledge needed to teach in such a program. We believe that these practical and action-oriented hollow organizations may become more common in the future—especially as the organizational underground grows in size.

Community-based engagements

The organizational underground can be considered not only a challenge being faced by alienated members of this underground, but also a challenge for the community in which these men and women live. Professional coaches/consultants can direct their expertise and experience toward special community projects that address these challenges. Just as it may take a village to raise a child, so it may take a community to bring people to a personal sense of purpose and respect. Members of the organizational underground might be asked to assist in expanding an existing big-brothers or big-sisters program in their community, or to design and construct a new eco-friendly playground in their community. Corporate and government leaders can collaborate with members of the organizational underground in providing the resources needed to bring about successful community development. These leaders might not be able to offer a full-time job to someone in the organizational underground because the economy is not stable enough to justify such a commitment. Part-time work, however, on behalf of the community can be justified, and would benefit all concerned. A community-oriented coach/consultant can assist in identifying and bringing together members of the organizational underground with these corporate and government resources, so that the energy and expertise of these unemployed or underemployed men and women is more fully engaged on behalf of their community.