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This report documents how organizations and artists are learning to learn together in new ways. It draws on experiences in France, Spain, Sweden, Switzerland and the UK. Traditionally interactions between the world of the arts and other worlds, especially business, have been arm's length relationships, taking the form of philanthropy and corporate social responsibility. Over the past few decades more instrumental relationships have emerged in the form of sponsoring and corporate identity activities. In addition, there has recently been a growth of short-term artistic interventions embedded in corporate training or organisational change programmes, often organised by consultants. Only recently has a qualitatively new possibility been conceived: medium-term projects lasting several months, in which people from the world of the arts and the world of organisations seek to learn from each other and create new knowledge together.
This report describes and compares six such artistic intervention programmes in five European countries. On the basis of interviews with the multiple stakeholders involved as well as site visits, the report shows that bridging between the two worlds requires numerous functions and processes that are often complex and time-consuming. They require persistence, flexibility and vision in order to create new kinds of "values-added" in organisations and for the arts. The need for bridge-building has engendered the emergence of intermediary organisations. The review documents that these new actors come in various organisational forms, and they have each developed their own approaches to initiating and enabling potential learning relationships between artists and organisations in other spheres. This comparative study therefore offers diverse models that can instruct and inspire other actors seeking to engage in artistic interventions.

During the last five years restructuring within international organisations, especially at the level of business units, has been unprecedented. This phenomenon has been vigorously analysed and commented on. One startling, but little recognised element of this, is that the speed of the change process is far from uniform. Between functions as diverse as marketing, finance, human resources and production there are surprising discrepancies in the pace and nature of the change process.

"Ich bin etwas verrückt", "sie halten mich hier für einen Verrückten", "ich muss ab und zu etwas Verrücktes anstellen": Diese Aussagen stammen von erfolgreichen Führungskräften im Rahmen einer inter­national vergleichenden Studie. Unternehmen, wie jede andere Kultur, die auch in Zukunft agil sein will, brauchen Querdenker. Querdenker sind selten bequem; konkurrierende Vorstellungen und Herangehens­weisen können nicht einfach ausgeblendet werden. Doch in Kulturen, die
den Mut haben, sich Exoten zu leisten und Subkulturen sich aneinander reiben zu lassen, statt Homogenität und Harmonie zu suchen, können am ehesten gerade die Funken entstehen, die zu neuen Ideen führen.

Why do certain firms handle the challenge presented by changes in the social, economic, and political environments better than others? In order to answer this question, a clearer understanding is needed of the process of institutionalizing responsiveness and the factors that influence the ability of companies to perceive and deal with changes. This paper posits that the model proposed by Ackerman to describe the progression of institutional change from issue awareness to program design and then operational integration is useful, but needs to be refined to take into account the influence of characteristics in each company's traditional way of viewing and managing tasks. Drawing on empirical data from the experiences of a major Swiss corporation, the Migros Genossenschaftsbund AG, this paper reports on a preliminary attempt to elaborate on Ackerman ?s model by integrating the concept of corporate social reporting as an instrument of planned cultural change. ; Warum reagieren einige Unternehmen auf Herausforderungen des sozio-politischen Umfeldes besser als andere? Um diese Frage beantworten zu konnen ist es notwendig den Prozess der Unternehmenskultur sowie die Faktoren, die die Fahigkeit von Unternehmen zur Wahrnehmung und zum Umgang mit Veranderungen beeinflussen, zu verstehen. Die vorliegende Untersuchung geht davon aus, dafi das Ackerman-Modell zur Beschreibung des Entwicklungs-prozesses im Umgang mit gesellschaftsbezogenen Veranderungen - ausgehend von ihrer Wahrnehmung fiber die Einbeziehung in die Planung bis hin zu ihrer Integration in die Entscheidungsprozesse von Unternehmen - niitzlich ist. Das Modell mufi jedoch verfeinert werden, um den Einflufi der unternehmensspezifischen Betrachtungsweise und Managementaufgaben zu berucksichtigen. In dieser Studie werden die empirischen Daten des Migros Genossenschaftsbundes AG herangezogen, um das Ackerman-Modell auszuweiten mit dem Ziel, das Konzept der Unternehmenskultur zu integrieren. Weiterhin wird die Funktion der gesellschaftsbezogenen Berichterstattung als Instrument geplanten kulturellen Wandels analysiert.