organisations as works of art

When organisations are works of art, they proof to be larger than themselves. They surpass their intrinsic economic value. They radiate beyond their physical boundaries and utilitarian functions.

These organisations touch their audiences’ hearts and souls, leaving them both speechless and invigorated.

They exhibit paradoxes of human life and somehow solve them at the same time. They make unexpected connections in their relationship with their environment.

These organisations are conceived with bigger ideas, stronger desires Such organisations add extraordinary parameters to their equation of existence. They embrace the concepts of beauty and meaning.

They have there own unique ways of expression and doing things. They stand out in being true purposeful social spaces and are nothing less than works of art  

purposeful social spacehttp://www.purposefulsocialspace.com

Creating and maintaining organisations as works of art means to take care. To take care is to gain a deep understanding of the purpose and the context of an organisation and to tap into all aspects of the human life.

It requires an awareness of the implications of form and materialisation: systems and conventions, interaction and structure, power and autonomy, intentions and behavior, language and labels.

To take care is to overcome preconceived solutions and to ask the questions that matter. It means involving the people who are affected towards unambiguous decisions.

To take care is to have a keen eye for human scale at every level of abstraction of an organisation. Feeling the responsibility for the outcome of the design and the creation of the organisation is a undeniable prerequisite, when it comes to taking care.


take care

An organisation as a work of art demands a distinctive standpoint about the role and place of that organisation in its context, a daring exercise .

The meaning of the organisation is razor sharp, although it might be layered and complex in itself. The organisation challenges the status quo and has a tendency towards the extreme to emphasize that specific meaning.

It is deeply focussed.

To develop such an organisation requires conviction and courage. Devilish dilemma’s need to be resolved and uncomfortable paradoxes embraced. Choices have to be made and consequences managed.

Daring is accepting that the proces is often fuzzy and the outcome uncertain.