The Organizational Underground: Organizational Coaching and Organization Development Outside the Formal Organization

Larry’s case may seem extreme, but it is reality for thousands of men. Self-esteem and identity are powerful internal forces. So powerful that Marcia Reynolds (2010) tells the story of her own father who, when diagnosed with a serious illness that would prevent him from working again, could not release himself from his successful career identity to which he had attached himself so strongly throughout his entire life. While there were other ways he could contribute during his life, he chose to forego the recommended medical treated; not long after, he died.

A skillful coach can assist in identifying and choosing multiple areas of interest and involvement that fulfill the psychological needs of the individual. These areas of interest may shift as a person ages. It is critical to assess current drivers and associated work, family, community, and personal interests, and help him to make viable choices.

The psychological contract/covenant

The noted organization development consultant, Edgar Schein, emphasizes the critical intersection between organizational goals and personal aspirations. This critical intersection is founded on the career of those working in an organization. Furthermore, career paths are often anchored in some assumptions about what makes for a successful and fulfilling career. Schein identifies eight basic anchors (Schein, 1985) that tend to remain salient throughout the career of contemporary employees (at least in the Western World): (1) technical/functional competence, (2) general managerial competence, (3) autonomy/independence, (4) security/stability, (5) entrepreneurial creativity, (6) service/dedication to a cause, (7) pure challenge, and (8) lifestyle.

We would suggest that in our contemporary world of complexity, unpredictability, and turbulence (Bergquist & Mura, 2005), these career anchors must be more clearly differentiated with regard to the type of “anchoring” that must be done. There are traditional ground anchors that enable a ship to remain in place without any movement (beyond a small radius). These are the very large and heavy chunks of metal that most of us envision when thinking of anchors. During the 20th century, many people could probably orient their career around one or two stable ground anchors. Given the unique challenges of the 21st century, however, careers may have to be oriented around a sea anchor rather than ground anchor. As the name implies, a sea anchor is thrown overboard when a ship is operating in deep water. This type of anchor is deployed to keep a ship facing into the wind and to keep the ship from moving very far from its current location. The ship does move—but in a particular direction and at a slow speed. Similarly, a 21st century career anchor may provide orientation rather than absolute stability, and may prevent rapid shifts but still allow for adaptive flexibility. In the case of those who are unemployed or underemployed, the adoption of a sea anchor might be appropriate, and the illusion of a ground anchor might have to be abandoned. A skillful coach can assist an unemployed or underemployed client to recognize the need for this shift to a sea anchor.