The Application of Psychedelics Drugs in Change Management
Introduction
Psychedelics (like psilocybin, LSD, MDMA, or ayahuasca) are currently controlled substances in most countries, including Australia. Their non-clinical use is illegal and their use in workplaces or change programs would be unethical and unsafe unless part of approved medical or research programs.
However, there is increasing scientific and organisational interest in how psychedelic-assisted insights, under highly controlled conditions, might improve leadership, creativity, decision-making and change readiness. For example,
“…brain scans show that psychedelics increase entropy. Where the brain usually tries to helpfully compress information, these drugs have the opposite effect, which could shake loose new thinking…”
Robin Carhart-Harris as quoted by Emma Goldberg, 2024
1. Conceptual link: Change management and psychedelics
Change management deals with mindset shifts, letting go of old beliefs and adapting to new realities; these processes mirror what happens psychologically during a psychedelic experience (in research contexts).
Studies show psychedelics can:
- Reduce rigid thinking (by weakening the brain’s default mode network (DMN) associated with ego, habits and resistance to change.)
- Increase openness and creativity (by encouraging people to see connections differently.)
- Foster emotional release and empathy (improving self-awareness and relational understanding.)
These same qualities—openness, flexibility, empathy, creativity, etc—are also core to successful organisational transformation.
2. Clinical and leadership research (in safe settings)
A few research areas demonstrate possible applications:
| Domain | Findings | Application to Change Management |
|---|---|---|
| 2.1 Therapeutic psychedelics (psilocybin, MDMA) | Help people confront and reframe deep-seated beliefs and fears | Leaders and teams could learn from the process, ie how guided reflection, safe environments and integration support lasting change |
| 2.2 Psychedelic leadership retreats (in jurisdictions where legal) | Focus on creativity, connectedness and purpose | Emphasises the value of psychological safety, reflection and meaning-making—core elements of transformational change programs |
| 2.3 Microdosing studies (still limited evidence) | Suggest small mood and focus benefits | Mirrors interest in incremental mindset shifts, ie small, sustained change over time |
3. Translating insights into practical, legal change management
Even without the use of psychedelics, organisations can adopt psychedelic-informed principles that facilitate transformation:
| Psychedelic principle | Safe organisational equivalent |
|---|---|
| 3.1 Set and setting (intention and environment) | Ensure psychological safety and purpose clarity in change initiatives |
| 3.2 Integration (reflecting after the experience) | Use structured reflection and dialogue post-change events |
| 3.3 Ego dissolution (letting go of identity attachments) | Encourage humility and openness in leadership and team identity |
| 3.4 Neuroplasticity (temporary increased openness) | Time the change interventions to moments of readiness, ie “windows of plasticity” after crises or breakthroughs |
| 3.5 Facilitated journeys | Use skilled facilitators to guide change, not dictate it |
Ethical and organisational implications
- Not about drug use, but about learning from altered states; research to demonstrate better mindset change.
- Focus shifts from compliance to transformation: help people to deeply internalise new narratives rather than superficially adopt them.
- Encourages compassionate change leadership, where leaders model openness and empathy, not just logic and process.
Summary
| Aspect | Psychedelics’ relevance to change |
|---|---|
| 1. Neuroscience | Reduce rigid patterns and promote new connections |
| 2. Psychology | Expand self-awareness and emotional intelligence |
| 3. Leadership | Inspire purpose-driven, connected leadership |
| 4. Organisational design | Highlight importance of “set and setting” (culture and context) |
| 5. Ethics | Must remain within legal, research or metaphorical frameworks |
(main source: Emma Goldberg, 2024)