Jung, archetypes and mirroring in organizational change management: Lessons from a longitudinal case study

Abstract

Jung’s discussion of archetypes and the psychodynamics of mirroring is applied to the results of a ten‐year longitudinal case study. Empirical evidence of such psychodynamics and insights into how these psychodynamics are related to the management of change are presented. Directions for further research are also discussed.

Citation

Carr, A. (2002), "Jung, archetypes and mirroring in organizational change management: Lessons from a longitudinal case study", Journal of Organizational Change Management, Vol. 15 No. 5, pp. 477-489. https://doi.org/10.1108/09534810210440388