Every organization has its own patterns. Some you can see - org charts, workflows, the latest software rollout. But most live underneath. The unspoken rules. The workarounds people invent because the “official” process doesn’t work with reality.

Every org right now is scrambling to “use AI.” The pressure is everywhere: boardrooms, inboxes, LinkedIn feeds. Leaders rush to pick a tool, announce it, and expect everyone to jump on board.

But here’s what happens: teams stall. Workarounds pop up. People nod in meetings, then quietly keep using their old systems. Leadership calls it resistance. We call it the system saying: this doesn’t fit yet.

What’s really going on?

Every company has two organizations. The one on the chart - neat boxes, reporting lines, processes. And the one underneath - the shadow organization. That’s the network of side conversations, shortcuts, and quiet “this is how we really do it” rules.

Most leaders don’t like to talk about it. It feels messy, even threatening. But here’s the truth: the shadow organization is the one actually running the show.

What does it look like?

Every leader I talk to says the same thing: “Our people are tired of change.” The assumption is it’s the sheer amount - too many initiatives, too fast. But that’s not it.

People can handle a lot of change. They do it in their own lives every day. What wears them down isn’t quantity. It’s misfit.

What does misfit look like?