Arts based training
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A context for arts-based training and development in the workplace
The worlds of the arts and business are formulating a new relationship, distinct from the traditional models of entertainment or sponsorship. As Miha Pogacnik, a concert violinist and cultural ambassador to Slovenia, argues: “The world of arts must be rescued out of the prison of entertainment and the world of business must be led out of the desert of dullness of meaning!” In this new relationship, art is a role model for business, since all great art pushes boundaries beyond the established norms. Thus, it can teach us about aesthetics, ambiguity, diversity, chaos, change, courage, and complexity. According to British aesthetician, Sir Herbert Read, “The artist’s task is to break through the limitations of previously codified knowledge, to lead humanity to the future.”
Businesses today want to break away from their limitations, aim higher, and be a creative force for the greater good of the world. We need the transformative experiences the arts give us to thrive in a world of change. In ancient cultures, the mystery schools put students through initiations to overcome fear, learn something about their true nature, and gain self-actualization (self-mastery). The arts give us a taste of the mystery and help make sense of the world.
The arts take us on adventures in creative expression that help us explore safely unknown territory, overcome fear, and take risks. We can transfer these learning experiences to the workplace. Art-making has an alchemical effect on the imagination. Art takes people out of the realm of analytical thinking and into the realm of silence, reverie, and heightened awareness. In my own work with organizations, I’ve noticed this shift in consciousness creates a crucible for deep conversation, from which emerges trust, caring, camaraderie, and genius-level thinking. A shared art experience enhances our sense of belonging and enriches conversation.
— From Chapter 2, Orchestrating Collaboration at Work: Using music, improv, storytelling and other arts to improve teamwork by Arthur B. VanGundy and Linda Naiman (Wiley 2003)
Arts based training can be defined as employee or staff development training (such as team building, communication/listening skills) which is delivered using the arts (music, visual art, drama etc). It is used in many sectors in business from solicitors and law firms, to local councils and community-based organisations. In the United Kingdom it began to be used in the 1990s, primarily in London, and has now spread through the country. Organisations all over the world have begun to adopt artsbased learning.
The arts-in-business is a growing phenomena world-wide
Lotte Darsø, author of Artful Creation: Learning-Tales of Arts-in-Business was the first to map the interplay between arts and business in Europe and North America. The key questions asked in her research were: "In what ways can business learn from artists," "What can be learned?," and "What kind of learning takes place?" Darsø proposes two approaches for Arts-in-Business: the Arts applied as an instrument for teambuilding, communication training, leadership development, problem-solving and innovation; and the Arts integrated as a strategic process of organisational transformation.
Organizations using the arts in training and development
Terry McGraw, chairman and CEO of The McGraw Hill Companies, characterizes creativity as a “business imperative,” and puts his companies’ successful experiences with arts-based learning in a broad strategic context of “surfacing creativity” through engagement with the arts.
Creativity is essential because it is at the heart of innovation, and innovation is a growth driver and, therefore, a business imperative. That is why, for several years, The McGraw-Hill companies has been using arts-based learning as a training tool in several key leadership initiatives…the arts have served as a complementary vehicle to more traditional learning approaches. They have helped to change attitudes by letting employees confront their assumptions in a nontraditional and non-intimidating environment….The results of using arts-based learning and training have been very positive for The McGraw-Hill Companies…Arts-based training is part of an overall strategy and commitment of the corporation to help ‘surface’ creativity — Journal of Business Strategy (Seifter, 2005)
Keith Weed, Chairman, Lever Fabergé sees employee involvement as a key part of developing and sustaining an innovative and creative business. Catalyst, their internal arts and creativity program “brings artists and arts organisations into the business to motivate, inspire, challenge and unlock the potential of our staff, on both a professional and personal level. Artists and arts organisations come into the workplace to tackle specific business issues, from creative thinking to leadership styles and writing skills.”
In reviewing The Art of Business: Make All Your Work a Work of Art (Davis, 2005) Tom Peters commented:
The authors persuasively argue that we are entering an economy which will value—insist upon!—a new way of looking at value creation. They call it moving from an emphasis on "economic flow" (input-output) to "artistic flow." The altered nature of enterprise, the "four elements" of new business thinking: "See yourself as an artist." "See your work as a work of art." "See your customers as an audience." "See your competition as teachers."
Companies which have used the arts for training and development purposes such as visioning, communication, customer service, and team development, include: American Express, AT&T, BBC, British Airways, Coca-Cola, Daimler-Chrysler, Dell Computers, Ericsson, Halifax, Hewlett Packard, Honeywell, IBM, Kodak, Lever Faberge, Lockheed Martin, Marks & Spenser, Mattel, Nike, Pfizer, Saatchi & Saatchi, Sears, Shell, Skandia, and the World Bank.
[edit] External links
[1]The Intersection of Art and Business: A context for arts-based training and development in the workplace
[2] Arts-based Learning examples: Visual Thinking
