My current service on several international corporate and educational advisory boards and past service on ten editorial, professional society, financial service, and industrial company advisory boards or councils leads me to appreciate the expert and referent power of such resource groups. Review and guidance of corporate activities is as ancient a function as the organization of human groups. Anthropologists point out the similarities between our modern corporations and the original tribal organizations. Many of the same basic tribal principles are retained in the contemporary corporate form. Both tribes and corporations function with review and guidance from one or more councils of elders. Both tribes and corporations avail themselves of advice and direction from "men and women of knowledge." According to consulting psychologist, Keith D. Wilcock, the terms, "headshrinker, high- powered attorney, financial wizard, fetisher, brujo, bara'u, sorcerer, consultant, shaman, doctor, medicine man, prophet, and priest" as well as "sorceress, witch, priestess, and prophetess all refer to archetypal roles common to tribes, modern and primitive, past and present, throughout the world." 1
I have been exposed to a number of different role model species.
Foreign nationals provide local political, social, economic, industry, and business "gray power" viewpoints and network contacts. Lyndon B. Johnson once hankered: "I wish there were some giant-economy size aspirin that would work on international headaches. But there
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Publication information: Book title: The Director's & Officer's Guide to Advisory Boards. Contributors: Robert K. Mueller - Author. Publisher: Quorum Books. Place of publication: Westport, CT. Publication year: 1990. Page number: 77.
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