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Can arts-based professional training actually help business performance? Tim Stockil argues that training devoted to exploring natural creativity can have a significant impact on team-working, problem-solving and several other aspects of running a business.
How did Pfizer merge five separate IT teams into one with a new culture and a new way of working? How could Lever Faberge instil a new energy in the people who market their soap powder? Two factors link the issues these companies were facing. First, these are exactly the sort of issues all their competitors face and second, these companies resolved these issues completely and cost-effectively using the arts. How?

The arts are fundamentally about communicating something important about the world we live in or, as Picasso had it, ?Art is the lie that helps us see the truth.? Six years ago Arts & Business began to wonder how that power in communication and imagination might be used to get business people to look at their worlds and their problems differently. Could the arts, almost subconsciously, have developed a new model for business training? The answer has become a resounding ?yes?. To highlight the possibilities we began by engaging artists who were most interested in translating their skills and creativity into a business language. We started a directory of such artists and explored with them the strengths within different artforms to explore business issues. Our research showed that in 2001/2002 business spent £1.9m on such arts-based training. Six years ago we knew of just half a dozen companies that had seriously used artists to train their staff (other than through traditional role-play). We now know of over 300.

Implementing a programme

This is not something for every artist or for every business problem, but where it is working it has consistently proved to be profitable for both business and artist. The starting point for successful implementation of any arts-based training is a clear understanding of the problem. Once everyone is clear on what needs to be achieved, artist-trainers can then create bespoke events, matching organisational needs with relevant artforms.

Amongst many other personnel and organisational issues, Arts & Business has worked with arts organisations to unlock the creativity of staff, help build effective teams, enhance leadership and personal impact skills, improve external and internal communication, develop future scenarios and to instigate and maintain change programmes.

Workshops and applications

One example is at HBOS, where the company understands that graduate trainees often find working in an office environment an overwhelming change from student life. Developing skills which give them the confidence to communicate with senior colleagues and deliver good presentations can help the graduates to meet their full potential. Arts & Business? associates Geoff Church and Richard Hahlo, two actors/ directors who have worked extensively with the Royal National Theatre, created and delivered a two-day workshop using tools and techniques familiar to the actor in the rehearsal room. The workshop addressed subjects such as body language, status, use of voice and use of space to make participants aware of the many ways in which messages live without words. Geoff and Richard helped the trainees to see the impact of their own style and how best to develop this ? rather like a director working with actors. Such arts-based techniques (here developed in the rehearsal room) can change behaviour in a very short space of time. 75% of participants identified theatre training techniques as very valuable and a workshop that was originally going to run three times has now reached over its twentieth outing and has been adapted for delivery to other managers within the HBOS group. HBOS now sees arts-based training as a core element of its development for its managers.

Another example is from Marks & Spencer. Two administrative support teams (known as Shared Services) were struggling to pull together ? their commitment to each other and to delivering good service was challenged by extensive restructuring. Our research indicated that people needed an opportunity to regain a sense of purpose and belief, and refresh their understanding and experience of service. We planned a two-day journey: day one an adventure into a new arts experience, and day two a consolidation of that experience into practical learning to take back to the workplace.

Singing and movement provided the platform on which to break down barriers and foster collaboration. Working with a choreographer and a singer/songwriter on day one, the two groups were given a challenge to compose and sing a song or devise and perform a dance. Each group had to create their piece in response to a brief around the concepts of service and sharing. Skilfully warmed up by the artists, people were soon confident enough to take part. While the singing developed listening within the group and highlighted how individual and collective responsibility is intertwined, the movement work focused literally on support. Both teams met the challenge with tremendous commitment and courage, producing work inspiring admiration, laughter and respect. On the second day the group looked back at the successful behaviours identified in the first day and using tailor-made sketches performed by professional actors thought about how they could be applied in the office. After much reflection and discussion, the teams were able to make a genuine commitment to sharing the responsibility for delivering an improved service. An evaluation meeting confirmed that both teams found that they were able to work more harmoniously and had reached a new consensus on approaches to work. Team managers reported more effective communication and a greater sense of ownership towards customer care.

Increasing creativity

Between 5 and 6% of the UK?s current GDP is dependent on creativity and this is growing at twice the rate of the rest of the economy. Naturally risk averse bodies lack the spirit of creativity. The arts are about creating something new, so organisations that involve the arts become more creative. As more and more businesses are recognising, this is the key to a successful future.

Tim Stockil is Director of Creative Training and Development at Arts & Business.
t: 020 7940 6405; e:tim.stockil@aandb.org.uk; w: http://www.aandb.org.uk