Conducting Business: Embodied Leadership and ‘Beautiful’ Cultures

Part 5 of 5

conducting business cultures

This post is the last in a series of five articles describing a major arts-based leadership development programme at Oxford University’s Saïd Business School, designed and run over a four-year period by Dr. Mark Powell, one of the authors of this article. Previous posts have looked at the way in which delegates to the programme worked with dancers, actors and jazz musicians. This final post explores the most ‘hands-on’– and for many delegates the most emotional – element of the programme: the experience of conducting a small chamber choir.

Developing a Jazz Culture

Part 4 of 5

developing a jazz culture

This post is the fourth in a series of five articles describing a major arts-based leadership development programme at Oxford University’s Saïd Business School, designed and run over a four-year period by Dr. Mark Powell, one of the authors of this article. The aim was to create a new culture of ‘open mindedness’ among the senior project managers of a UK oil and gas exploration company, encouraging them to interact more effectively with the other stakeholders in their capital projects and enhancing their ability to improvise in the face of rapidly changing situations.

Turning Businesses into Ensembles

Part 3 of 5

business ensembles

This post is the third in a series of five articles describing a major arts-based leadership development programme at Oxford University’s Saïd Business School, designed and run over a four-year period by Dr. Mark Powell, one of the authors of this article. In the program, which was conducted on behalf of a major oil and gas exploration company, senior project managers worked closely with a wide variety of artists: jazz musicians, actors, painters, storytellers, dancers, conductors and others. The aim was to create a new culture of ‘open mindedness’ in the project managers, encouraging them to interact effectively with the other stakeholders involved in major projects, and enhancing their ability to ‘improvise’ – to react quickly and effectively to changing circumstances.

Teaching Leaders to Dance

Part 2 of 5

teaching leaders to dance

In an earlier post, we gave a very brief account of a major arts-based leadership development programme at Oxford University’s School of Business, designed to create new behaviors in a group of senior project managers in the oil and gas exploration industry. The aim was to create a new culture of ‘open-mindedness’: the ability to form more effective working relationships with the other stakeholders involved in major capital projects and an increased ability to ‘improvise’ – to react quickly and effectively to rapidly changing situations.

Changing Business Culture via the Performing Arts

Part 1 of 5

changing business culture

In 2011, a major oil and gas exploration company based in the UK set out on an extraordinary, arts-based leadership development programme at Oxford University’s Saïd Business School, designed and led by Dr. Mark Powell, one of the authors of this article. The company’s senior project managers are responsible for multi-million-dollar exploration projects around the world and the programme was designed, not to give these senior managers enhanced skillsets or new theoretical frameworks, but to change their behaviors and mindsets — to change their culture. More specifically, the aim was to create a new culture, the key element of which could be described as ‘open-mindedness’, in two distinct forms: