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.
The articles and expertise found here on Culture University and ConstructiveCulture.com provide a fantastic foundation for a leader to learn how a purposeful, positive, productive culture operates. From making values as important as results to creating an organizational constitution to evaluating climate and relationships—that critical information is readily available.
The tough part isn’t gaining the knowledge about creating a healthy work culture. The tough part is implementing these practices and maintaining that healthy culture, every interaction, every day.
Neuroscience has become a rising star in the sky of management theory. The notion or conviction that we can improve behavior and interaction in the workplace to enhance performance, innovation and health by understanding how our brain—the organ that is most involved in determining our behavior—works is on the rise.
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.
In San Francisco, a private high school challenged its Seniors to go without their digital devices for a week. Phones were collected and off the students went into their own private purgatories. How long could they last? The Principal thought it would not be long. He saw their humanity slipping away into digital space.