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The Shamanic Perspective on Organizational Change and Development

Peter J. Frost (University of British Columbia, Vancouver)
Carolyn P. Egri (Simon Fraser University, Burnaby, British Columbia, Canada)

Journal of Organizational Change Management

ISSN: 0953-4814

Article publication date: 1 February 1994

3537

Abstract

Proposes that there are parallels between the roles of shamans in their communities and the roles which organizational change and development consultants can play in guiding organizational transformations. Presents fundamental assumptions underlying the shamanic perspective on transformational change and utilizes them to understand the problems resulting from a large‐scale organizational change programme undertaken in one organization. Illustrates the importance of adopting an integrative holistic approach in order to enhance the long‐term viability and success of any organizational change and development intervention. Closes with a discussion of the ways in which organizational change and development consultants can and do act in shamanic ways.

Keywords

Citation

Frost, P.J. and Egri, C.P. (1994), "The Shamanic Perspective on Organizational Change and Development", Journal of Organizational Change Management, Vol. 7 No. 1, pp. 7-23. https://doi.org/10.1108/09534819410050777

Publisher

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MCB UP Ltd

Copyright © 1994, MCB UP Limited

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