Implementing arts-based interventions (ABIs) in organisations goes against everything we have been taught. We have been taught to be analytical, logical, rational, and efficient in our work. This means we don’t have time for games and “fooling around”, even if that would make us more effective and ultimately more efficient. We must be serious and so the implementation of ABIs which are playful and fun, and act as catalysts for team building, communication, collaboration, innovation, sustainability, culture change, and all the other things that are the documented benefits of ABIs, is a paradox and unreconcilable with the seriousness of the workplace.

At least that’s what most of us believe because we look at things as an either/or rather than a both/and situation.

But what if that’s not true?

What if it’s not an either/or situation? What if it’s a both/and situation?

We can be serious and be playful and still be efficient and effective, possibly more-so, especially in an increasingly volatile, uncertain, complex, ambiguous world?

I have a case study¹ documenting an organisation that struggled over a problem for years coming together in studio for a week and solving the problem. I’ve had people who struggled had been struggling with a problem for months solve it by doing a 5-minute scribble drawing.

ABIs facilitate diffuse thinking and they open up the possibility for conversations that wouldn’t happen otherwise. Breaking down barriers, insecurities, and uncertainties and replacing them with curiosity and open-mindedness.

We need new ways of working, solving problems, innovating²: the old ways aren’t working anymore. Doing more of the same isn’t going to help.

Introducing arts-based interventions is a way to do that to improve collaboration, teamwork, problem solving, sustainability, and improve the way we work.

Just like we’ve relearned what is good for us to eat: 30 years ago, it was all about low fat and so our food was re-engineered to remove the fat, replacing it in many cases with sugar and chemicals. Now we know that sugar is even worse than fat. And fat, in fact, isn’t bad at all in moderation and so we’re learning to rethink about what we eat and how we approach food. Going back to natural items, limiting sugar and moderating fats. If we can relearn how we’re eating, we can relearn how we’re working.

What do you think?

Organisations are increasingly adopting agile thinking outside of the IT department. Stephanie Barnes uses creativity to help people become more comfortable working in this new work environment. Allowing them to flatten hierarchies, increase collaboration, and transparency, as well as improve employee engagement, not to mention solve problems in creative and innovative ways.

Art is used as a catalyst for doing things differently. Making decisions, learning to give up control, challenging assumptions, adopting the behaviours which allow people and organisations to be more agile: openness, curiosity, confidence, reflection, trust, and respect.

Integrating art, artistic attitudes, and a creative practice into our knowledge work/processes creates: Radical Knowledge Management. It enables the adoption of agile/flexible behaviours and culture change which in turn allows the digital transformation of our organisations, so that they are successful in our knowledge age future.

Get in touch with Stephanie, she can help your organisation (and you) realise your knowledge age potential.

Further information:

• Entelechy: The realisation of potential
• Stephanie Barnes Art (portfolio)
• Stephanie Barnes LinkedIn
• Stephanie Barnes Linktree
• Introduction to radical knowledge management: Making knowledge management sustainable (Business Information Review journal, 2022)
• Radical Knowledge Management: Using Lessons Learned From Artists to Create Sustainable Workplaces (Frontiers in Artificial Intelligence journal, 2021)

Article source: First published on LinkedIn, republished by permission.

Header image source: 愚木混株 cdd20 on Unsplash.

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