INSPIRING A COLLECTIVE VISION: THE MANAGER AS MURAL ARTIST

INSPIRING A COLLECTIVE VISION: THE MANAGER AS MURAL ARTIST Karina R. Jensen PhD Candidate, ESCP Europe, Paris, France Principal, Global Minds Network HYPERLINK "mailto:karina.jensen@escpeurope.eu" karina.jensen@escpeurope.eu Abstract The global marketplace demands an organization that can quickly innovate and respond to new opportunities. This requires ways to unify diverse ideas and perspectives around the world. The opportunity to use art as a process for creating global understanding and support is based upon the ability to encourage individual reflection and collaborative exchange. Visual forms can bridge cultural differences in order to improve sense-making and connection. Since mural art is based on the development of a shared vision, it can help facilitate team interaction and collaboration across functions and cultures. This paper discusses the potential of the mural art process as a group facilitation method in developing a collective vision for innovation initiatives. In addition to promoting idea generation and consensus-building, this art form can provide a collaborative space for aligning and inspiring global team members to envision and create successful results for the innovation journey ahead. Keywords: shared vision, cross-cultural collaboration, team-building, group facilitation, creativity, artbased methods, idea generation, consensus-building Introduction When leading change, leaders are often faced with the challenges of building trust, understanding, and support throughout the organization. How to align teams and capture companies (60%) stated that changing mindsets and attitudes were the biggest challenge to implementing change. Senge (2006) views a shared vision as the first step in building trust and to working together in order to create a common identity. However, shared visions need to emerge from personal visions in order to ensure commitment. According to Kotter (2007), vision plays a key role in producing useful change by directing, aligning, and inspiring the actions of many. Innovation effectiveness, team dynamics and shared vision are closely related as research suggests that shared vision occupies a core role in the team innovation process (Pearce and Ensley 2004). The way a manager delivers and communicates a vision often influences its successful acceptance, understanding, and relation to the innovation project. 447

The role of art in organizational learning and change As we face an increasingly chaotic and complex business world, managers need to master new ways of learning and understanding in order to innovate in the global marketplace. Creativity is thus becoming an important process for accelerating innovation and mobilizing change throughout the organization. With the growing focus on innovation and creativity, arts based methods have attracted more interest from organizations who are seeking to better prepare their managers for a dynamic market (Adler 2006). In offering a universal language, the art form is becoming a way to unify diverse ways of thinking and creating new meaning. Reckhenrich et al. (2009) emphasize that creativity is a key skill for leaders and organizations to adapt to change and to proactively shape industries and markets. As organizations pay more attention to innovation and creativity, art practices have increased as a way of facilitating learning and communication. This paper addresses the potential of mural art as a process for building a shared vision for organizational initiatives. In addition to facilitating the exploration and development of new ideas, this art form provides a collaborative space for participants to envision and create new opportunities and solutions. The opportunity to facilitate sense-making and understanding Art is increasingly being used as a way to develop identity and understanding for the organization, team, and individual. According to a study by Kottasz et al. (2008), more than half of the Fortune 500 companies and around 2000 other major enterprises in Europe and North America are using art as a process for corporate identity management in values to employees. The opportunity to use art as a process for creating global understanding and support across cultures is based upon the ability to encourage individual reflection and collaborative exchange. Linstead (2006) suggests that aesthetic forms play an important role in making tacit knowledge more visible for cultural concepts. According to Grisham (2006), leaders and managers can use art to facilitate sense-making across cultures. There is an opportunity to evaluate and understand the interdependencies within the organization. Art can effectively show essential aspects of a subject and guide our actions through its visual elements (Taylor & Ladkin 2009). The process of working with visual elements enhances our understanding of the overall purpose and the path needed to achieve successful results. 448

Figure 1: Typology of Arts-Based Processes (Taylor and Ladkin 2009) In order to effectively use art in organizational learning and change, it is important to understand the arts-based method process typologies. Reckhenrich et al. (2009) note that managers first need to understand the principles of creativity and develop the mindset, attitude, and knowledge of where, when, and how creativity will emerge in order to find new solutions. Taylor and Ladkin (2009) have developed a theoretical framework that demonstrates four key elements in the creativity process found in various art forms (as shown in Figure 1): Skills transfer, projective techniques, illustration of essence, and making. Skills transfer refers to the development of artistic skills that can be applied to organizational situations. Managers can learn to perform their roles more effectively by experiencing specific skills. In using projective techniques, the output of artistic initiatives allows participants to express their thoughts and feelings. This technique is especially useful in helping managers understand meaning making for complex organizational issues. Illustration oncept, situation, or tacit knowledge in a particular way. Art can help managers personally connect with universal aspects of a management issue. Finally, the making of an art can foster a deeper experience of personal presence and connection for managers and leaders. We have seen how art can be used to facilitate understanding and communication within the organization. In a cross-cultural context, it is especially useful in bridging cultural gaps in order to facilitate sense-making and connection within a global team. Since mural art is based upon the development of a shared vision, it could help managers facilitate team collaboration and interaction across the organization. It is therefore of great interest to examine mural art as a process for developing a collective vision. 449

Research Question This paper intends to evaluate the mural art process as a vehicle for developing a collective vision. In addressing this purpose, the following research question emerges: How can the mural art process facilitate the development of a shared vision across cultures and functions? Methodology The methodology used in this paper is a theoretical approach based upon a review of literature in arts-based methods. In addition, the author has used her own experience in mural art painting projects to define the process. The Taylor & Ladkin typology of arts-based processes is then used to demonstrate the learning benefits of the key phases of mural art making. By mapping the mural art process to the typology of arts-based processes, we will explore the opportunities for mural art to contribute to the collaboration required in facilitating the development of a collective vision. A special focus will be placed upon the needs for creating a global vision and facilitating communication within teams and across the organization. Mural Art as Inspiration for Creating a Collective Vision Throughout the ages, mural art has served as a means for communicating significant historical events as demonstrated by the religious fresques by Michelangelo to the political mural paintings by Diego Rivera. As a public art form, mural art has evolved throughout the last century to represent visual expressions painted on public, commercial, and historical buildings in various neighbourhoods and cities throughout the world. It is an art form that has managed to capture the imagination of artists, participants, and the public by inviting the creation of a shared vision. In the last two decades, mural art has become increasingly popular as a way to restore community identity and pride. Small, historical towns from North America to Europe to Tasmania have used mural art to revive their economies and establish their towns as tourist attractions. While mural art has existed for centuries, it is still an art form with little formalization as only a few professional associations and art schools offer courses worldwide. Mural art has been selected as a highly suitable art form for collaboration due to its focus on developing identity and community. The process of creating a community mural involves the development of a vision and a group identity. This art form favours self-expression and group exchange among its actors in developing a socialization process from concept to execution. Mural art facilitates participation and communication through a visual artefact, the 450

mural painting. In referring to the Taylor and Ladkin model, the mural art form applies both creative and reflective processes that support all aspects of skills transfer, projective techniques, illustration of essence, and making. The Mural Art Process Mural art has several stages that move the artist or actor from theme development to image development to the art of painting. This process has been summarized and organized into four key phases based mural art instructors, artists, and art projects. The following are based upon the interpretation of the instructor as well as the student in creating a mural art project within a team: Concept Phase Skills Transfer and Illustration of Essence The concept phase involves theme development and intense team interaction. The participating team is invited to initiate an interactive discussion in order to generate new themes as a group. This process facilitates the synthesis of individual and group visions. The session is guided by several questions in order to identify what is relevant and valuable to the community, personal identity, and group culture. Who is the audience and who does it reflect? What is important to the individual, the group, and the community? What are social, economic, cultural, and political concerns? The process employs various methods and phases involving brainstorming, graphing, list-making, and drawing associations. The process of brainstorming and visual mapping of themes unites the team around a common method of evaluating and defining their vision. This particular phase makes arts-based methods model. Through the brainstorming and concept mapping processes, each team member participates in the communication process in order to evolve their understanding and identification of the concept. By creating and relating through imagery, the team learns to relate in a new way that helps identify interdependencies and connections that ultimately result in a common vision. During this process, team members learn new skills for developing and communicating ideas that can facilitate teamwork and collaboration within the organization. Design Phase - Making Upon entering the design phase, the main objective is to develop imagery and form based upon the theme (from pictures, symbols, and shapes). Group members need to think visually and develop sketches from the selected images. The overall visual layout is determined through a discussion on placement, scale, and image for visual impact, flow, and 451

unity. A sketch is developed through observational drawing, thumbnail sketching, and tracing -based methods model. By participating in the development of the design and layout of the theme, team members develop a deeper personal presence and connection with other members. They are involved in the development of the final images, the design of the layout, and the selection of colors. This develops engagement and commitment to the mural art process. In transitioning from the concept phase to the design phase, each actor has a role in exploring, visualizing, communicating, and developing the final mural art drawing. This creates a renewed sense of fulfilment for the mural art team. Creation Phase Projective Techniques The creation phase brings the team together for the implementation of the mural art project. Prior to painting the wall, there is a brief preparation period required to prime the surface and ensure the day can be devoted to the actual painting of the image. In order to successfully execute the project, it is important to ensure that every team member understands their role and their responsibility in painting a specific image within the mural. In order to maintain unity and cohesiveness in painting the images, the team needs to coordinate and integrate their actions very carefully. In creating the mural art painting, the team creates an artistic output which translates to the arts- artefact. The process of discussing and integrating their painting methods allows the actors to consider different perspectives and communicate different points of view. In painting the global vision and theme, actors are able to process the multiplicity of meaning making concerning organizational elements and issues that surround the theme. Reflection Phase Mural Art Process The conclusion of the project is a time for reflection and celebration of the team process required to create the shared vision reflected within the mural art piece. The team has the opportunity to review the process of sense-making from concept to implementation. It becomes important to review and discuss the process and skills learned and applied during the concept, creation, design, and reflection phases. The mural art form applies creative and reflective processes that support skills transfer, projective techniques, illustration of essence, and making. The team has thus experienced a complete project process where it has the opportunity to reflect and improve facilitation and communication skills necessary for successful teamwork. The mural art process finally provides the team with an artefact that serves as a group identity and visual reminder of the organizational mission. The Role of Mural Art in Innovation Initiatives 452

As discussed in the previous section, mural art can be used for the development of identity in creating a shared vision. Mural art has succeeded in reviving communities and cities through renewed dialogue and participation in the development of a meaningful artefact the mural painting. It is therefore interesting to consider this art form as a facilitation process for managers in strengthening team collaboration for organizational initiatives. Mural art requires the team to seek inspiration and to imagine the common goal necessary for creating change. This helps align the team by integrating diverse perspectives and ideas in order to build support and consensus for the new project. The entire team is highly interdependent on each other to develop imagery that will create a mural. In moving from inspiration to creation, the process helps build team collaboration and commitment for improved performance. When the work is completed, the team has a true artefact and a visual identity that provides a common vision and road map. Limitations and Opportunities Since the integration of arts-based methods with business practices is an emerging field, there is limited formal research available to validate current theories and practices. Although Taylor and Ladkin (2009) have developed a clear theoretical framework, they also admit there is much research needed to test their conceptualization and to refine it. There is also the question of context and how the four processes are enhanced or inhibited by a specific process. The Taylor and Ladkin model also refers to individual development and has not fully explored group development. In order to fully test the effectiveness of the mural art process, there would need to be experiential research with a specific situation involving a global team working on a change initiative. The proposed mural art facilitation process has been applied within the classroom in facilitating a team project. We could further apply this process within a classroom or workshop context in testing and evaluating the activities that apply to facilitating a collective vision in enhancing success for organizational initiatives. Conclusion and Discussion As discussed in this paper, business leaders and managers can learn to navigate change more successfully through the influence of artistic thinking. In order to successfully manage innovation and change, leaders and teams are increasingly looking toward design and art for new solutions. The mural art process brings a rich integration of the artistic practices needed for conceiving, managing, and solving innovation projects. It is therefore interesting to consider this art form as a facilitation process for managers in strengthening team collaboration for organizational initiatives. Mural art requires the team to seek inspiration and to imagine the common goal necessary for creating change. This helps align the team by integrating diverse perspectives and ideas in order to build support and consensus for the 453

new project. Mural art is an art form that can serve managers through its ability to create vision and develop community identity. In moving from inspiration to creation, the process helps build team collaboration and commitment for improved performance. Could mural art be considered an approach for developing successful innovation initiatives? Would it be an effective team development vehicle for establishing a new vision and commitment to the project? It has been demonstrated as a highly successful approach to transforming ailing communities through the creation of a renewed vision and group identity. It is yet to be seen whether this approach could be as successful within an organization. This paper provides a theoretical view of the mural art process as a tool in facilitating collaboration for teams and the organization. This can also stimulate thought upon the use of various artistic practices in organizational learning and change. Bibliography Adler, Nancy J. The Arts & Leadership: Now That We Can Do Anything, What Will We Do? Academy of Management Education & Learning, 2006: 5-4; 486-499 Grisham, Thomas. Metaphor, Poetry, Storytelling and Cross-cultural Leadership. Management Decision, 2006: 44-4, 486-503 Kottasz et al. The Role of Corporate Art in the Management of Corporate Identity. Corporate Communications: An International Journal, Aug 2008: 13-3; 235-254 Kotter, John P. Leading Change: Why Transformation Efforts Fail. Harvard Business Review, 2007: 96-103 Linstead, S. Exploring Culture with The Radio Ballads: Using Aesthetics to Facilitate Change. Management Decision, 2006: 44-4, 474-485 Mortimer, Art. 2005. How I Do A Mural-In-A-Day Project. Pearce, Craig L. and Ensley, Michael D. A Reciprocal and Longitudinal Investigation of the Innovation Process: The Central Role of Shared Vision in Product and Process Innovation Teams. Journal of Organizational Behavior, Feb 2004: 25-2, 259-278 Reckhenrich, Jorg; Kupp, Martin; and Anderson, Jamie. 2009. Understanding Creativity: The Manager As Artist. Senge, Peter M. The Fifth Discipline. New York, USA: Currency Doubleday, 1990, 2006. Taylor Steven S. and Ladkin, Donna. Understanding Arts-based Methods in Managerial Development. Academy of Management Learning & Education, 2009: 8-1, 55-69 Weick, K. E. Drop Your Tools: On Reconfiguring Management Education. Journal of Management Education, 2007: 31-1, 5-16. Research Reports The Enterprise of the Future: Making Change Work. IBM Corporation. 2008. Course Art 80 Mural Making: Community Art Project. 2004-07. Foothill College, Los Altos Hills, California. Instructor: José Arenas Web Site HYPERLINK "http://www.globalartsandtourism.net" www.globalartsandtourism.net 454