Ranger4 DevOps Blog

Is Creativity the Bridge Between Technology and an Agile Business?

Posted by Philippa Hale on Wed, Feb 27, 2019 @ 13:02 PM

Is collaboration between technology and business functions encouraged or stifled? Do you work together with creative energy, drive and trust, or is there a mood of resignation and avoidance? Pulling technical and business specialisms together to innovate and build an agile business is a capability that will help secure an organisation's future.

There is now hard evidence that the Arts can help to achieve the culture that future-proofs an organisation in these turbulent times. If you want to boost your and your team’s untapped potential for creativity and innovation, read on.

We’re delighted to announce the launch of this year’s Creative Leaders Creative Teams workshops, with the first Open Programme on 11th April, in collaboration with the inspirational artists of the Royal West of England Academy of Art.


A day with Artists? Sounds great fun but what will it DO for me? What will I GET from it?

These questions are entirely understandable. Organisations are – on the face of it - structured and driven by ‘DO and ‘GET’: concrete, measurable outcomes, the facts: physical evidence of payback. Businesses don’t survive for long if they don’t pay constant attention to this.

The reality is interesting and more complex.

Do read on. And do the exercise below. It could be the most valuable 5 mins of your day.

There is now incontrovertible evidence that focusing purely on the logical, rational part of the brain is about as efficient as only using one arm and one leg. It doesn’t just reduce us and our whole organisation to half capacity, it destabilises the whole, at a deep level, both physical and psychological. We simply aren’t using our whole human capability, leaving vast business resources untapped.

Our logical, rational thought processes are immersed in, and shaped by, our moods and emotions. Do you really believe that decisions made, and priorities selected, are purely rational? What has the most force behind it: the logical business case or the team’s passion? How about both combined?

And what about our perceptions of other teams and functions? How rational is our behaviour towards them? Given how damaging ‘silo’ behaviour is to cross-team workflow and business bottom line, it can hardly be seen as a rational choice, yet it happens everywhere!

Understanding the power of moods and emotions

Our moods and emotions are the filter through which we take in information. They direct our interpretation of situations and our choices as to how we act. They drive how we influence a room when we walk into it, how we then interact with others, what we share and how we open up or shut down opportunities. The use of Arts in business, including this Creative Leaders, Creative Teams workshop, generates a relaxed, open, energising environment in which you can take the time to understand those emotions and moods better and learn how to manage them, rather than letting them take control.

Fernando Flores, former member of the Chilean government, engineer, philosopher, business writer and Ambassador of Possibilities: (see his book: Conversations for Action, 2013) describes how, when we are in a mood of fear or anxiety, or resignation (a common one in organisations!), our creativity shuts down, and we also, unconsciously, shut down others. This shows up in every aspect of our physical presence, facial expression, posture, voice tone, energy levels, the way we move, and the words we select to communicate our thoughts.

If we are in a mood of fear, overwork, tiredness or resignation, we are very likely to be less open to possibilities, less observant of others and their needs, interests and offers and commitments they are making.

Try this: Right now, are you feeling irritated by someone or finding fault or judging something or someone, including yourself, as we are our worst critics? And what impact is that likely to have on what happens next? Or are you consciously trying to observe the situation, the context, the possible drivers and motivations on both sides and continuing to explore possibilities? What impact could that have on the outcome?

Release your creativity and help build an agile business

When we and others around us are positive, energised, open to other ideas, in a mood of receptiveness, non-judgement and evaluating the assessments we make as just that – our own assessments – not reality, then we can be creative. All sorts of possibilities open up for us in our roles, for our teams, for our projects and our organisations.

Creativity is something we are all born with – it is part of the most basic survival mechanism. Unfortunately it is often socialised out of us at school or before. Deep emotions kick in, triggered by comments made to us at a very early age. Then some of us go down the arts route, others choose the sciences route, and an artificial divide emerges that serves none of us. We are and need both, so there is some deep re-learning and un-learning to do.

As a linguist and artist originally, I’ve had to embrace my scientist side: business finance, projects, structures and technology. These have provided a valuable re-balance in my work and I thoroughly enjoy flexing those continual learning muscles.

Many of my clients are technical specialists: particularly IT specialists, They are doing the same in reverse: learning to harness the power of their creative, intuitive side for their agile business projects and IT transformations, particularly DevOps culture change initiatives. They have found this workshop enables them to use both their ‘arms and legs’ … with notable impact on even the knottiest projects and problems.

Book your place

Want to know more? Please just click here to download the workshop brochure.

To book your place on the workshop, please just click below.

Book now


About Ranger4 

Ranger4 are DevOps evolution consultancy specialists that assist organisations with growth and change, programme leadership, leadership development and experiential learning.

Team Lead, Philippa Hale, brings 25+ years’ hands-on experience from her own career in the arts, business leadership and consultancy and as a Henley Business School Executive Fellow.