Universities in South Africa are currently undergoing mergers. Intended for commercial gain, mergers rarely accommodate the psychological milieu of staff. Similarly, the majority of studies conducted with respect to university mergers adopt a quantitative approach. This study adopts a qualitative approach and locates the researcher within the epicentre of the research, using a case study, with the researcher as unit of analysis. The lack of merger studies that focus on the experiences of minority groups, including women, prompted me, as researcher, to adopt a feminist approach to conduct this study in the context of the Nelson Mandela Metropolitan University merger. A Jungian gendered view, which endorses the personal experiences of minority groups, explored the connection between organisational change and concomitant opportunities for psychic growth. The primary purpose of this study was to explore the presence of the Wild Woman archetype during a university merger. The data that made up this study were contained in my field notes, research journal and a wall montage. An analysis of the qualitative data and a comparison of Jung’s archetypal theory and Pinkola Estés’ theory of the Wild Woman archetype, enabled the researcher to find evidence of the presence of the Wild Woman archetype during the university merger. The secondary purpose of the study was to document the findings which could act as a spoor which other women could follow on their journey towards connecting with their own Wild Woman archetype. The limitations of this study, and recommendations for future research are also offered.