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Learning from Art for Better Outcomes in Business and Society Dirk Dobiéy Chief Curiosity Conductor Age of Artists gGmbH Keynote April 2015
INTRODUCTION
What is ? Design Social Change Many challenges in the world are extremely complex. Artistic approaches can help.
Better Business People Centricity and Collaborative Creation to Drive Creativity and Innovation in Organizations.
Future Competences Learning from Creative Disciplines is a Must-Have, not a Nice-To-Have.
Our community is composed of members from different cultures, countries, generations & professions.
Motivation:
People:
Mission: Learn from creative disciplines and apply our findings to create better outcomes for business and society
Non-for-profit Consultancy, Education Provider and Research Institute that focuses on the transfer of practices and approaches from Art into other disciplines
Organization:
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CHAPTER I
Mythbusting COMMON MISPERCEPTIONS ABOUT ART AND ARTISTS
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Bohème? Alfred Pages La Vie De Bohème 1885, Detail, Source: www.artrenewal.org
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Unreliable? Vancouver Opera: Pirates of Penzance, Source: http://www.cbc.ca/
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Weird people? Gustave Courbet The Desperate Man / Le Despere 1843-45, Source: http://upload.wikimedia.org/
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Solitary? Caspar David Friedrich Der Wanderer über dem Nebelmeer / Wanderer above the Sea of Fog ca. 1817, Source: http://de.wikipedia.org
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Pretentious and Arrogant? Salvador Dalí, Source: http://alafoto.com
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Starving and suffering? Carl Spitzweg The Poor Poet / Der Arme Poet 1839, Detail, Source: http://upload.wikimedia.org
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Bad business people? Jeff Koons Michael Jackson and Bubbles 1988, Source: http://www.complex.com
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No constraints? David Robertson History of Art 2010, Source: http://david-robertson.artistwebsites.com/
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Only for right brainers? Improving communication between the two sides of your brain will increase creativity, Source: http://theconversation.com
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Artists are born, not made and only prodigies create art? Norbert Bisky Boxi 2007, Detail; Source: www.norbertbisky.com
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CHAPTER II
Artful Truth ELEMENTS OF THE ARTISTIC ATTITUDE
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Curiosity. A general readiness to perceive, receive and to learn. René Magritte, La boîte de Pandore / Pandora’s box 1951, Detail, Source: http://www.wikiart.org
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Position. Holding a personal belief that is articulated with integrity. Leonardo DaVinci, Adoration of the Magi, Study , ca. 1670 , Source: http://www.leonardodavinci.net/
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Passion. Pursuing what matters with initiative, determination, courage and persistence.
Leonard Bernstein Mahler's symphony performed by the Boston Symphony, 1970, Image by © Bettmann/CORBIS
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Resilience. Appreciating chaos and ambiguity, flexible towards change, robust in conflict and crisis. Palucca School Dresden, Hour of the Dance / Stunde des Tanzes 2013, Source: www.palucca.eu © Bettina Stöß
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Transcendence. Ability to surpass limitations in order to create something new. Japanese Amida Buddha 13th Century, Detail
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Transcendence Curiosity Position Passion Resilience
Sounds great! How Can we Develop an Artistic Attitude?
CHAPTER III
The Approach WHAT SEPARATES ?
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Planning by Doing. Making to Learn. Unbiased, exploratory actions instead of pondering and planning. A Painter’s Workshop. Philippe Galle. 1595. Source: Friends of Art
Exploration without Intention. Free playful and experimental exploration without intention. An Infrared View of the Galaxy. Source: https://www.dvidshub.net
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Substantial Amounts of Search and Reflection. Being a sensitive reflector of things. Jean-Honoré Fragonard, Young Girl Reading, Detail, c. 1770. Source: https://images.nga.gov/
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Accepting Ambiguity and Crisis. Allowing the solution to emerge from the process. Edward Hopper, Nighthawks, 1942. Source: http://www.ibiblio.org
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Appreciating Feeling and Emotions. Confidence in the intelligence of the unconscious. Hernri Rousseau, Dream, 1910. Source: http://www.ibiblio.org
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Everything is a Derivative: Finding again the New. Following an original, unrepeatable and experiential path. Vincent van Gogh, Flower Beds in Holland, c 1883. Source: https://images.nga.gov/
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Non-Linear. Searching, Reflecting, Creating – Again and Again. Jackson Pollock, Lavender Mist, Source: https://images.nga.gov/
CHAPTER IV
Why Bother? Technology and Demographic Change Global Markets and Business Networks Experience & Participation Economy Scarcity of Natural Resources Distribution of Wealth Sustainable Ecology
Acceleration Diversity Volatility Complexity Ambiguity and Uncertainty Pressure
From One to Many Balancing Multiple Objectives
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Revenue
Social Responsibility
Innovation
Employee Satisfaction
Sustainability
Customer Experience
From Goods and Service to Experience Develop Design Mindfulness and Client Focus
Commodity
Good Service
Experience
Source: Pine & Gilmore The Experience Economy
From Distance to Community Dialogue and Collaboration
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Enterprise Collaboration
Co-Innovation Business Ecosystem Partnerships
Co-Evolution
Cooperation
From Top Down to Participation Counter Uncertainty with Wisdom of Many
Make better decisions
Ambiguity Uncertainty
From Core Competence to Skill Diversity Include Broad Set of Disciplines
From Stability to Fluidity Organic Movement Fosters Creativity
From Revenue to Value Driven Success Through Meaning, Purpose and Fun
From Planning and Process to Emergence Unlock Creative Potential
Well-Defined Problem + Linear Solution Searching = Operations
Wicked Problems + Iterative Solution Finding = Innovation
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CHAPTER V
From STEM to STE M FUTURE COMPETENCES FOR KNOWLEDGE WORKERS
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Continuous Learning
Adaptive thinking
Intercultural competence
Collaboration/Cooperation
Design mindfulness
Resilience
Exception Management
Logical reasoning and emotional competence
Artistic Individual vs. Artificial Intelligence “Renaissance Men” of the Future
Cross-Discipline
Deep Discipline Set of generic/transversal skills more relevant for the future; derived from various sources.
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CHAPTER VI
The Practice HOW ARTISTS WORK AND WHAT BUSINESS AND SCIENCE CAN LEARN FROM THEM
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Searching Reflecting Creating
1
2
3
THREE CONTINUUMS OF THE ARTISTIC PROCESS
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Alphonse Osbert Vision 1892 Source: http://postcardeddie.com/
Searching • Observing • Listening • Dialogue • Exploration → Asking (Critical Questions)
1 2 3
Reflecting • Deconstruction • Abstraction • Imagination • Idea Generation (including falsification) • (Group) Problem Solving • Debate
→ Taking a Decision (Commitment)
Katsushika Hokusai, Reflection of Fuji in Lake Misaka in Kai Province, from the series Thirty-six Views of Mount Fuji ca. 1831, Detail Source: http://artgallery.yale.edu/
1 2 3
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Creating • Playing • Experimenting • Reframing • Improvising • Challenging (Critique) • Cooperating • Designing
→ Performing (Live the Change)
Miles Davis Source: http://www.allaboutjazz.com
1 2 3
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Searching Reflecting Creating
1
2
3
Asking Deciding
Performing
THREE RECURRING MILESTONES
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Begin exploration
Ask a Question
Perform on stage
Learn by making
Take a decision
Reflect deeply
ARTISTIC PRACTICE: NON-LINEAR & ITERATIVE
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Group*
Environment
“Idea”
(Optional)
Individual
Climate for great Art: For an „Idea“ to turn into great Art requires a nurturing environment as well as the deliberately practicing artist.
* For instance dance company, orchestra, theatre company
INDIVIDUAL. IDEA. ENVIRONMENT.
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CHAPTER VII
The Transfer FORM ENVIRONMENT & DEVELOP SKILLS
Establishing a Business Sculpture Setting up the right environment for creativity is essential
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Team
Co-Innovation
Business Ecosystem
Organization
Co-Evolution
Collaboration
Competence
Individual
Focus on four layers:
For an idea or innovation to turn into a business success requires a supporting organizational set-up (environment) and competent (artful) individuals.
Characteristics of a Business Sculpture How to Organize and Lead for Creativity and Innovation?
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1. The value based organization: Provide meaning and purpose: 2. Design agency: Dedicate yourself to beauty 3. Create a sacred space: Provide a safe environment 4. Establish a laboratory: An environment to explore, experiment & improvise 5. Allow for secluded islands: Time is relative and not everything executed in a quarter 6. Studio leadership: Equality in diversity 7. Manage a workshop: Prefer doing over planning 8. Multi-purpose facility: Clarity in ambiguity, effectiveness and efficiency 9. Sandcastle: Constantly re-balancing and re-calibrating 10.Agora: Collaborative, networked, transparent
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Better Business &
Society through Art
Artistic Expression
Individual
Artistic Practice
Artistic Expression includes all aspects of enjoy and/or making art (not necessarily high art) Artistic Practice refers to applying artistic patterns, practices and procedures in actual business contexts.
Business Artists New Skills through Experiential and Perceptual Learning
The Business Artist What skills to develop?
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1. Observation & Listening 2. Dialogue & Conversation 3. Exploring & Deconstructing 4. Abstracting & Simplifying 5. Generating ideas & Experimenting 6. Problem Solving 7. Collaborating & Cooperating 8. Giving Feedback & Dealing with Critique 9. Reframing & Improvising 10. Designing & Performing
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