Product Description

In the midst of self-reflection and restructuring, today's corporate culture is ready for sweeping change and innovation. Mapping the Organizational Psyche offers courageous business leaders the opportunity to delve deeper into the corporate consciousness. Taking a cue from C.J. Jung's work on the collective unconscious, authors John G. Corlett and Carol S. Pearson examine the organizational psyche and pose solutions to complex challenges through the use of archetypal concepts. Included is a workbook section that allows readers to assess their own organizations.

Product Details

• Amazon Sales Rank: #577185 in Books
• Published on: 2003-06
• Number of items: 1
• Binding: Paperback
• 205 pages

Customer Reviews

Mainly for people considering/using the OTCI
(This review uses UK spelling and punctuation).

There is much of significance about this book, such as the impressive endorsements: Katharine Myers and Otto Kroeger both recommend the book with extensive quotations on the back cover. Also, it is undoubtedly a seminal work by two people who clearly know what they are talking about, covering ground that is untouched by any other publication as far as I know. For example, it goes much further than the organisational work in Bridge's "The Character of Organisations" by applying Jung's wider theory of personality to the way organisations operate (rather than just psychological type). It is very well written, well presented and tackles a number of fundamental issues. I could eulogise this book and it would be worthy of it.

So why only three stars?

My problem is not with the book, which fills a particular niche very well. My difficulty is in the size of the niche, and the degree of extra knowledge you will need to use the information in the book. This book dives straight in at the deep end. For example, the 'collective unconscious' is introduced on page 8; on page 17 the discussion focuses on organisational complexes; and archetypes are introduced on page 18. This didn't strike me as a book for neophytes, though for those already aware of Jung's wider theory, it does offer some interesting insights.

Once you get to the organisational case studies, most of the solutions revolve around using the Organizational and Team Culture Indicator (OTCI) and Pearson-Marr Archetype Indicator, supplemented with occasional advice on how to use them. If you are not intending to use these instruments, the lessons from the book can't be applied that easily.

I'm not exactly new to working in this field, but I reached a point (page 100) when I suddenly felt very out of my depth in applying the principles from this book. On page 99 the authors begin to discuss how to consult in this area; they point out that an accurate evaluation of the centre of consciousness in the organisation is critical; and on page 100 they describe two approaches to take depending on whether the centre of consciousness is developed or undeveloped. What struck me is that I had no idea of how to evaluate the state of development of the centre of an organisation's consciousness.

There are some resources at the end of the book that can help (various tasks and questionnaires) but these are prefaced with the recommendation to complete the OTCI. And some of the questions seem far too advanced - eg: question 5 on task one, step one, asks you to identify the qualities that are being projected by the organisation; question 1 on task one, step two, asks you which people are being sucked dry in the organisation and to then identify what that tells you about 'participation mystique'.

This is a very advanced book, but because of the additional knowledge and skills that are required to apply it, it is probably best used as part of an OTCI qualifying course rather than as a stand alone book.

A real eye-opener!
The authors approach organizations from a deep understanding of personality and archetype. Awareness of the existance of these dynamics is the first step toward a healthy, whole organization. The carefully laid out description of Jung's work, complete with diagrams, gives any reader a basic understanding of the complexity of this dimension. The book is full of examples from known companies, as the authors explain some of the more common impediments to an energized and whole organization. These authors share stories from their work to give insight into the mapping process. The assessment tools and questions mentioned in Part II of the book provide a framework for moving the organization from "stuck" to "incredible." They offer an honest and spiritual approach to consulting that would "ring true" in any setting. Excellent for those who really want to bring about change within the organization. The benefits to customers and staff will come as a natural response to health and wholeness of the organization.