Ramblings from a self confessed structure freak

Ramblings from a self confessed structure freak

I have always described myself as a ‘structure freak’, that is to say someone who is fascinated by the shape of things and the frameworks we develop around our activities to express our ideas. When I was working as a choreographer I was as intrigued by the challenge of developing the structure of the narrative or flow of impressions of a piece as I was with coming up with the right combinations of movements.

'Sarabande pour Femme' from Receuil De Dances, dance notation by Raoul-Auger Feuillet, pub. 1700. Image sourced from publicdomainreview.org
‘Sarabande pour Femme’ from Receuil De Dances, dance notation by Raoul-Auger Feuillet, pub. 1700. Image sourced from publicdomainreview.org

As much as I am this structure freak so too am I creative, in love with ideas, my own as well as those of others. I started moving into project and business planning and strategizing via working in arts management, where I was supporting other creative minds in realising their projects even when I wasn’t working on my own.

In working with various groups and organisations in different contexts I experienced and witnessed how much power underlying structures could have. “Culture follows structure” (Craig Larman) does the rounds a lot on Twitter, and culture is not the only thing.

But the imagination doesn’t follow any damned thing and new ideas can be odd, awkward, engrossing and compelling things that take some careful handling when they emerge out of the glorious protective sanctuary of someone’s head and start getting manhandled through brainstorming sessions or operational procedures, being judged, all the while, against a context and agenda set by the structures defined by an organisation’s governance model or business strategy.

The trick is to come up with structures that define space into which new ideas can emerge, and then provide a supportive and protective framework within which these new visions can be worked on. If the structures are too rigid, tight or proscribed then any creativity will be squelched; too lax or inconsistently applied then unproductive chaos can ensue.

Getting the balance between structure and creativity can be tricky, especially when by ‘structure’ you could mean governance or business models. These things belong to the world of logic, and can seem to be opposite to the world of creativity (although some of us creative find an organic flow between the two as was the case with my own choreographic practice). I have come across both business people and artists who talk as if the two were mutually exclusive.

There is often a tension between addressing the need for both structure and creativity but I don’t believe that this has to always be an unhealthy tension. The right kind of tension can, itself, be a spark that ignites more innovative thinking and elicits intelligent problem solving. I think the answer lies in thinking deeply about both. Spend the time understanding what the glorious images on that cinema screen inside your head are really trying to tell you. Don’t treat choosing your governance structure or writing your business strategy as a tick the box activity; do your research and think about the ramifications.

My workshop – Getting to the heart of running a social enterprise – is part of the Changemakers Festival. It is free and will take place at 6pm on 24 October 2014. For more information look here; RSVPs are required and you can do that here; to check out the Changemakers Festival program go to their website here. The workshop venue is at Naturalis Clinic, and you can find their website here.

Another of M. Feuillet's beautiful notations
Another of M. Feuillet’s beautiful notations
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