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The Shamanic Perspective on Organizational Change and Development

Peter J. Frost, Carolyn P. Egri

Journal of Organizational Change Management February 1, 1994 DOI: 10.1108/09534819410050777 (opens in new tab)

Study at a glance

AI-extracted from the abstract
Characteristics Theoretical or philosophical paper Peer reviewed
Topics Shamanism
Key points Argues that organizational change and development consultants can be understood through parallels with shamans, and that the assumptions of the shamanic perspective on transformational change can illuminate problems in a large-scale organizational change programme. Proposes that an integrative, holistic approach supports the long-term viability and success of change interventions.

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.

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