Culture University

Positively impacting society on a global scale through culture awareness, education and action.

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.

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Turning Businesses into Ensembles

By Jonathan Gifford and Dr. Mark Powell

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.

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Our Attention Deficit Work Culture

By Edward Marshall

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.

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The Synchronous Leader: How Social Synchrony Impacts Teams

By Sally Blount and Sophie Leroy

Speed and urgency, although necessary attributes of leadership, are not sufficient to successfully lead a team. In fact, our research suggests that leaders who can tether an obsession with deadlines and time to an ability to sense the work and energy flow of their colleagues will have the most success.

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Teaching Leaders to Dance

By Jonathan Gifford and Dr. Mark Powell

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.

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