Enhancing team building in project-oriented organizations: An arts-based approach

Abstract

Background: This study investigates the impact of an arts-based approach on team building within project-oriented organizations, focusing on Solico Kalleh Food Industry Group.

Objective: The research aims to evaluate how artistic interventions affect team dynamics, including formation, conflict resolution, and overall performance.

Methods: An arts-based research methodology was employed, assessing variables such as forming, storming, norming, performing, internal factors, and external factors. A paired t-test analysis was conducted to evaluate the impact of these interventions.

Results: The results indicated a statistically significant positive effect on the storming variable, suggesting improved team dynamics and conflict resolution. However, decreases were observed in norming, performing, internal factors, and external factors, indicating the need for careful application of artistic methods. The forming variable showed a slight non-significant increase.

Conclusions: The study highlights the potential of arts-based approaches to enhance creativity, cohesion, and conflict resolution in team building. However, strategic and nuanced implementation is necessary to balance the impact on team dynamics throughout the project lifecycle. Future research should refine these strategies for optimized integration, ultimately enriching organizational dynamics and fostering successful project outcomes.

Keywords

arts-based approach team building project-oriented organizations artistic interventions food industry group

Introduction

In the ever-evolving landscape of modern organizations, human resource management (HRM) holds a pivotal role, wielding its strategic importance as a catalyst for both an organization’s success and its competitive advantage.^1–4 It is in this dynamic environment that the fusion of science and art takes center stage, creating a profound impact on the way teams are built and nurtured.⁵

This study examines the concept of team building within project-oriented organizations, drawing on the foundational work of Laub (1999) to explore the intersection of management as an art form and its impact on these organizations.⁶ By investigating the role of artistic collaboration and innovation, this research aims to demonstrate how integrating art into management practices can enhance organizational performance, promote holistic thinking, support personal development, and improve employability skills.^7,8 The study seeks to provide insights into how these artistic approaches can be strategically implemented to foster a more dynamic and adaptable organizational environment.

A project-oriented organization is one that organizes its operations primarily around projects. These projects are temporary, goal-specific endeavors with defined start and end points, often undertaken to achieve particular objectives or deliver unique products, services, or results.⁹ In contrast, non-project-oriented organizations (also known as functional or process-oriented organizations) are structured around ongoing operations and long-term functional areas such as marketing, finance, and human resources. The primary difference between the two lies in their approach to work organization and management. Project-oriented organizations emphasize agility and adaptability, focusing on delivering project-based outcomes with flexible team structures. Meanwhile, non-project-oriented organizations emphasize stability, continuity, and specialization within established departments or functions.¹⁰

Within the corporate theater, employees assume the roles of actors, performing in front of an audience comprised of customers, colleagues, and superiors. They recite scripts, convey emotions, and occasionally improvise. The orchestration of these performances becomes an essential part of the corporate narrative. Biehl¹¹ emphasizes that the mastery of these roles extends beyond mere improvisation; it demands the management of impressions, and therein lies an opportunity for art to make a profound impact. Our narrative also explores the indispensable connection between art and personal development. Human resource activities infused with artistic expression offer a conduit for employees to acquire essential abilities. Beyond personal growth, the infusion of art in organizational DNA manifests as a powerful tool for team and organizational development, as well as communication.^12,13 Events, artistic representations of an organization’s identity, and its vision can be transformative, acting as catalysts for change, problem-solving, and the strengthening of collective unity.^14,15

The backdrop of our exploration is set against the vibrant canvas of the Solico Kalleh Food Industry Group, an international giant and a beacon of excellence in the Middle East. The group’s daily operations include sourcing raw materials, manufacturing processes, quality assurance, logistics, sales, and customer service. The company’s mission is to provide high-quality, nutritious, and innovative food products that enhance customer well-being and contribute positively to society. The group’s organizational structure includes executive leadership, production and operations, R&D, marketing and sales, HR, finance and accounting, logistics and distribution, and customer service. The company’s vision is to expand its market presence internationally while focusing on customer satisfaction, community engagement, and environmental stewardship. With a workforce of nearly 17,000 dedicated individuals, Solico Group recognizes that its employees are its most precious assets. In a relentless pursuit of excellence, the organization constantly seeks innovative ways to enhance employee abilities, bolster their sense of belonging, and enrich their workplace experience. Solico Group stands as a testament to the potential of infusing art into the very fabric of an organization. In the realm of aesthetics and art within organizational contexts, an extensive body of research has explored their profound impact. Finn¹⁶ elucidated that art has the capacity to symbolize an organization’s values, elevating employees’ lives and fostering a deeper appreciation for the organization. The art community serves as an inspiring force, aiding organizations in identifying challenges and opportunities. In the face of the complexities of the 21st century, art endeavors to be timeless, universally appealing, and holistic.¹⁷ Even those with limited vocabulary find a means of expressing their deepest emotions through art.

Engagement with art interventions often yields positive, motivating, and energizing relationships, encompassing interactions with artists, artistic practices, and fellow participants.¹⁸ The creation of artworks guided by recovery strategies is a continuous journey marked by challenges, victories, tensions, and critical reflection, enabling sense-making and extensive change.¹⁹ In the present economic climate, the skills of artists hold greater importance than ever, imparting vital lessons in communication, presentation, team building, problem-solving, and innovation within businesses.²⁰ Artistic methods wield transformative power in enhancing people’s experiences, emotions, and organizational value.^21,22 Art in various forms serves as a potent tool for learning, taking participants to a deeper level of presence and enabling the exploration of aesthetics, ambiguity, diversity, chaos, change, courage, and complexity.²³ Emotional readiness for collaboration necessitates emotional development, encompassing empathy, support, trust, and constructive criticism.²⁴

Numerous studies have validated the effectiveness of art interventions, illuminating how artistic methods and products contribute to organizational problem-solving.^25,26 Artistic interventions prompt reflection, self-evaluation, and the generation of fresh knowledge about organizational issues, offering new insights and understanding of challenges.²⁷

Despite the significant amount of research that has been conducted on human resource management and the use of artistic interventions in organizational settings, there remains a notable gap in the literature regarding the strategic application of arts-based approaches specifically for team building in project-oriented organizations. Previous studies have primarily focused on the general benefits of art in enhancing creativity, communication, and problem-solving within organizations.^16,18,21 However, there is limited understanding of how these artistic methods can be systematically integrated into the team-building processes of project-oriented organizations, which often have unique demands due to their temporary, dynamic, and goal-specific nature.

The primary purpose of this study is to comprehensively investigate and understand the strategic implementation of an arts-based approach in team building within project-oriented organizations, using Solico Group as a case study. By exploring the identified objectives, this research aims to shed light on the dimensions and components that are crucial for the successful integration of art into the team-building process. Additionally, the study seeks to evaluate the impact of utilizing an arts-based approach in achieving enhanced team dynamics, productivity, and overall success within the unique context of project-oriented organizations.

Methods

Conceptual framework

This study utilizes the Tuckman framework as a foundation for understanding team formation and development within project-oriented organizations.²⁸ Originally proposed by Bruce Tuckman in 1965, the Tuckman model outlines a four-stage process of team development: forming, storming, norming, and performing. These stages describe the typical progression of team dynamics as they face challenges, resolve conflicts, establish norms, and achieve high performance. In 1977, Tuckman introduced a fifth stage, adjourning, which describes the process of disbanding the team after the completion of a project or goal. Figure 1 presents the conceptual framework of the study.

Figure 1.

Conceptual framework of the study.

While the Tuckman model was initially developed for project-based teams with a clear endpoint, its principles are also applicable to teams that work together on an ongoing basis, without a defined end to their collaboration. In such teams, members may repeatedly go through the forming, storming, norming, and performing stages as new projects or challenges arise, as roles evolve, or as team membership changes. Even in stable, long-term teams, the processes of establishing norms and optimizing performance are ongoing. Thus, the Tuckman framework is relevant for understanding the dynamics of teams that regularly work together, providing insights into how these teams can continually develop and improve over time.

In the context of this study, the focus is on the first four stages of the Tuckman model forming, storming, norming, and performing since the emphasis is on the ongoing development of team dynamics and performance, rather than on the dissolution of teams. The framework provides a structured approach to examining how artistic methods can enhance each stage of team development, fostering improved collaboration, creativity, and effectiveness within project-oriented organizations.

This inductive research study adopts a cross-sectional approach, utilizing the framework of Arts-Based Research (ABR) as described by Barone & Eisner (2012). ABR involves the systematic use of artistic processes and practices as a primary means of understanding and exploring experiences. It aims to generate new knowledge and insights through artistic methods, effectively bridging the gap between scientific research and artistic creativity.²⁹ By integrating ABR with the Tuckman framework, this study seeks to explore how arts-based interventions can enhance team development and dynamics within the unique context of project-oriented organizations.³⁰

Sampling

The statistical population for this arts-based study includes two groups: members of a project team within the Solico Kalleh Food Industry Group and experts in the performing arts domain, particularly theater directors with executive experience at various levels.

The inclusion of performing arts experts, specifically theater directors, is crucial because their expertise in artistic collaboration, team dynamics, and creative problem-solving aligns with the study’s focus on integrating arts-based approaches into team-building practices. These experts provide a unique perspective on the application of artistic methods within an organizational context, offering insights into how these practices can enhance team dynamics, communication, and performance. Their experience in managing and directing teams in a creative environment parallels the leadership and collaborative skills needed in project-oriented organizations. Therefore, they are included in the sample to draw parallels and transfer knowledge between the performing arts and organizational team-building processes.

A targeted non-random sampling method, specifically purposive sampling, was employed for participant selection. This approach was chosen because it allows for the deliberate selection of individuals who have specialized knowledge and experience relevant to the study’s objectives. By focusing on project team members and experts in the performing arts, the sampling method ensures that the participants are well-positioned to provide valuable insights into the study’s research questions. The number of interviewees, totaling 11 individuals, was determined based on the concept of data saturation, where no new themes or insights emerged from additional interviews, ensuring comprehensive coverage of the study’s scope within the available time and resources.

While purposive sampling is effective for studies requiring specific expertise, it can introduce bias as the sample may not be representative of the broader population. In this study, the selection of participants was based on their relevant expertise and experience rather than random sampling, which could lead to a selection bias. However, this approach was deemed necessary to ensure that the participants could provide informed and meaningful contributions to the research. To mitigate potential bias, the study sought to include a diverse range of experts with varied experiences and perspectives, enhancing the reliability and validity of the findings. Additionally, the use of pre-test and post-test questionnaires exclusively administered to the project team members within the organization, totaling 11 respondents, helps to directly assess the impact of arts-based interventions on team dynamics and performance, ensuring that the findings are grounded in the specific organizational context.

Data analysis

The interviews were categorized into three main types: structured, semi-structured, and open or unstructured. Structured interviews encompass a predetermined set of questions with classified answers to be orally presented to the respondents. Conversely, open or unstructured interviews delve into deeply analyzing respondents’ perspectives on predetermined topics without standardized answers. Semi-structured interviews maintain a predetermined set of questions common to all respondents, allowing them the freedom to choose their responses and express their viewpoints in a method of their preference.

To ensure the reliability of the qualitative data analysis, the study employed two main methods: test-retest reliability and inter-coder reliability. The retest approach was used to assess the stability of the coding process over time. This involved re-coding selected interviews at two different time intervals to determine consistency. The formula used to calculate test-retest reliability is:

Test - Retest Reliability = \frac{Number of Agreements}{Total Number of Codes} * 100

(1)

In this study, an agreement was defined as the same code being assigned to the same segment of text in both rounds of coding. The test-retest reliability was found to be 80%, indicating good consistency in the coding process.

To further ensure reliability, inter-coder reliability was calculated to measure the degree of agreement between two independent coders. The coders were both familiar with the coding scheme and the topic being studied. The within-theme agreement method was used, which involves comparing the codes assigned by two different coders to the same set of data. The formula used for calculating inter-coder reliability was Cohen’s Kappa coefficient, which is defined as:

κ = \frac{P o - P e}{1 - P e}

(2)

where Po is the observed agreement between coders, and Pe is the probability of agreement by chance. In this study, the inter-coder reliability rate was calculated to be 87.5%, which indicates a high level of agreement and reliability in the coding process.

Moreover, a pre-post questionnaire was employed to evaluate team building within the organization before and after implementing the research. Questions in the questionnaire were derived from Tuckman’s standardized questionnaire, which was expanded upon based on the dimensions and components identified in the interviews. These dimensions and components, validated and authorized by more than 10 university researchers and professors, encompassed external and internal factors influencing team formation and were utilized to formulate questions for the questionnaire, facilitating measurement and analysis.

The research implementation commenced with an initial phase involving interviews with directors and project team members. The interview questions were meticulously crafted in collaboration with professors and professionals, aligning with the various stages of project team development according to Tuckman’s model. The interview format was semi-structured and exploratory in nature. Subsequently, the amassed data was systematically summarized and examined. Employing the MAXQDA program, as provided in the attachment, the dimensions and components extracted from content analysis interviews were categorized following Tuckman’s model—forming, storming, norming, and performing.

Integral to the research was the application of art, a pivotal stage within art-based research. Consequently, a theater performance was orchestrated within a workshop under the guidance of a theater director. This performance was then analyzed in collaboration with project team members. This analysis set the stage for collectively creating a play, a process which was executed in steps and involved the project team members. It was a script penned and enacted by the project team, intertwining theater and team building aspects. This artistic approach was meticulously tailored to align with Tuckman’s model, offering an enriching experiential journey for the team members throughout the formation stages.

Subsequently, this stage necessitated evaluation, wherein pre-test and post-test questionnaires were administered to the project team members. The pre-test questionnaire was collected prior to the commencement of the training program, while the post-test questionnaire was collected subsequently. The data garnered from these questionnaires underwent quantitative analysis utilizing SPSS Version 22, allowing for a robust evaluation. The ensuing results of this analysis are elucidated in the Results section.

In this study, which integrated aspects of both quantitative and qualitative methods, the art-based data underwent thorough analysis employing the content analysis approach. Open coding and axial coding were instrumental techniques used in the analysis of the amassed data. Concepts were identified and considered the primary unit of analysis for both open and axial coding. During the in-depth interpretation and analysis of the data, concepts were meticulously constructed through coding, either directly extracted from the interview transcripts or derived from common instances of their usage. The transcripts of the interviews were consistently analyzed to discern main and sub-categories, prioritizing their importance. The data analysis was conducted at the sentence and phrase levels for each interview, yielding conceptual codes extracted from the interview transcripts. The process involved the extraction and refinement of common conceptual codes, removal of duplicates, integration of theoretical foundations, application of selected conceptual codes, identification and determination of concepts, and finally, organizing and consolidating these concepts into sub-categories.

Results

Paired t-test was used to compare pre-test and post-test scores for each variable. The analysis of the results is presented in Table 1. The paired t-test for the forming variable shows a mean difference of 0.13750, indicating a slight increase in scores from pre-test to post-test. The T-Statistics is 0.965, and the p-value is 0.360, which is greater than the typical significance level of 0.05, suggesting that the difference is not statistically significant. The paired t-test for the storming variable indicates a substantial mean difference of 0.72500, suggesting a significant increase in scores from pre-test to post-test (p-value < 0.05).

Table 1.

Examination of the paired t-test for the variables.

Variables	Degrees of freedom	t	Difference amount in 90%		Standard deviation difference	Mean difference	The significance level
Variables	Degrees of freedom	t	Upper limit	Lower limit	Standard deviation difference	Mean difference	The significance level
Forming	9	0.965	0.45977	−0.18477	0.45050	0.13750	0.360
Storming	9	8.333	0.92181	0.52819	0.27513	0.72500	0.000
Norming	9	−17.772	−2.25814	−2.91686	0.46041	−2.58750	0.000
Performing	9	−12.818	−1.45145	−2.07355	0.43481	−1.76250	0.000
Internal factors	9	−3.713	−0.18887	−0.77780	0.41164	−0.48333	0.005
External factors	9	−2.436	−0.02993	−0.81007	0.54528	−0.42000	0.038

The paired t-test for the norming variable demonstrates a significant mean difference of −2.58750, indicating a substantial decrease in scores from pre-test to post-test (p-value < 0.05). Also, the paired t-test for the performing variable shows a significant mean difference of −1.76250, representing a substantial decrease in scores from pre-test to post-test (p-value < 0.05).

The paired t-test for the internal factors variable displays a significant mean difference of −0.48333, indicating a notable decrease in scores from pre-test to post-test (p-value < 0.05). Also, the paired t-test for the external factors variable exhibits a significant mean difference of −0.42000, representing a notable decrease in scores from pre-test to post-test (p-value <0.05).

The interviews with performing arts experts revealed several key themes. Experts emphasized the use of theater techniques to enhance team collaboration and communication. They discussed how artistic methods fostered creativity and problem-solving skills within teams. Key themes identified were the benefits of creative expression in building empathy, the importance of role-playing in understanding team dynamics, and the overall impact of artistic interventions on team cohesion.

The employees’ interviews highlighted their experiences with the arts-based interventions. Major themes included improved team morale, enhanced communication, and a better understanding of team roles. Employees noted that while the artistic methods provided valuable insights, there were challenges in applying these methods to their routine work tasks. Themes also included the practical implications of integrating art into daily work processes and how it affected their perception of teamwork.

Employees with longer job tenure generally reported a more positive impact of the arts-based intervention on team cohesion and communication. They expressed a greater appreciation for the artistic methods and noted significant improvements in team dynamics. Conversely, employees with shorter job tenures were more focused on the immediate applicability and practicality of the interventions, highlighting a need for clearer integration strategies.

Employees with higher levels of education provided more nuanced feedback on the arts-based methods. They articulated a deeper understanding of the theoretical aspects of the intervention and its potential benefits for team dynamics. Employees with less formal education often focused on the practical aspects and immediate impacts of the artistic methods, providing feedback on the feasibility of applying these methods in their daily work.

Responses from performing arts experts differed significantly from those of the employees. Experts provided insights into the theoretical and practical aspects of integrating arts into organizational settings, focusing on the broader benefits of artistic interventions. In contrast, employees were more concerned with the practical implementation and direct impact on their daily tasks and team interactions.

Discussion

Research implications

This study contributes to the evolving field of Art-Based Research (ABR), particularly within the context of team building in project-oriented organizations. The application of art in organizational settings, as explored in this research, provides new insights into how artistic methods can enhance team dynamics and overall project success. By focusing on performing arts as a methodology for team building, the study highlights the potential of art to facilitate deeper engagement and creativity among team members.

Previous research has indicated the multifaceted impact of artistic approaches within organizations, influencing individual participants, group dynamics, and organizational assets.^7,13,31 This study extends these findings by demonstrating how art-based interventions can foster innovation, improve communication, and strengthen team cohesion in project-oriented settings. The insights gained underscore the value of integrating artistic practices into organizational processes and contribute to a broader understanding of how art can be systematically applied to enhance team effectiveness.

Practical implications

The practical applications of this research are significant for organizations considering the incorporation of art into their team-building strategies. The findings suggest that art-based interventions, such as performing arts activities, can lead to substantial improvements in team dynamics and project outcomes. This approach not only enhances internal communication and collaboration but also bridges the gap between academic research and practical implementation, fostering transparency and engagement with a broader audience.

For organizations, the use of artistic methods can offer a creative and effective means of addressing team challenges and improving overall performance.³² Implementing art-based strategies can lead to increased team morale, enhanced problem-solving skills, and a more cohesive work environment. Additionally, the study provides a model for how organizations can integrate artistic approaches into their team-building processes, offering a practical framework for future applications and adaptations.

Limitations

Despite its contributions, this study has several limitations that must be acknowledged:

Engagement Variability: The motivation and enthusiasm of project team members for participating in the artistic process may have influenced the outcomes. Variations in engagement levels among participants could have affected the overall effectiveness of the art-based approach, impacting the results and their generalizability.

Economic Considerations: The study did not extensively explore the cost-effectiveness or financial implications of implementing an arts-based approach. Understanding the economic feasibility and sustainability of such interventions is crucial for organizations considering this methodology.

Sample Size: The small sample size of 11 participants limits the generalizability of the quantitative results. While the study provides valuable insights, the findings should be interpreted with caution, and future research with larger samples is needed to validate and expand upon these results.

Artistic Method Variability: The study focused primarily on theater-based interventions. Future research could benefit from exploring a broader range of artistic methods, such as visual arts, music, or dance, to gain a more comprehensive understanding of how different art forms impact team dynamics and organizational effectiveness.

While this study offers meaningful contributions to the field of art-based research in organizational settings, it also highlights areas for further exploration. Future research should address these limitations and consider diverse artistic approaches to fully understand the potential benefits and applications of art in enhancing team performance and organizational success.

Conclusion

This study rigorously examined the efficacy of integrating an arts-based approach in team building within project-oriented organizations. The findings reveal nuanced insights into how this approach impacts various stages of team development.

Summary of findings

Our analysis demonstrated a slight increase in scores for the forming variable, although this change was not statistically significant. This suggests that the arts-based approach had a minimal impact during the initial stages of team formation. Conversely, the arts-based approach showed a substantial and statistically significant improvement in the storming phase. This indicates a positive effect on team dynamics and conflict resolution when teams are navigating through conflicts and challenges.

However, the results for the norming and performing phases were less favorable. Both stages exhibited significant decreases in scores, suggesting that the arts-based approach might have unintended negative effects on these later stages of team development. This decrease highlights a potential area of concern, where the benefits observed in earlier phases may not consistently translate to improved outcomes in subsequent stages.

Additionally, the analysis of internal and external factors demonstrated significant reductions in scores. This finding suggests that while the arts-based approach may enhance certain aspects of team functioning, it could also negatively impact factors crucial for overall team effectiveness. These declines should be considered when implementing arts-based interventions, as they could influence the broader team dynamics and organizational outcomes.

Implications and future directions

In summary, integrating artistic methods into team-building processes holds promise for fostering creativity, cohesion, and conflict resolution, particularly during the storming phase. Nonetheless, these positive effects should be balanced against potential negative consequences observed in the norming and performing phases, as well as the impact on internal and external factors critical to team success. This nuanced understanding underscores the need for a carefully tailored and strategically implemented arts-based approach to maximize benefits while mitigating potential drawbacks.

Future research should focus on refining strategies for incorporating arts-based methodologies, aiming to achieve a comprehensive enhancement of organizational dynamics and project success. Investigating alternative artistic methods and their effects on different team stages could provide further insights into how to effectively leverage art in team-building contexts.

Footnotes

Author contributions

Conception: F.M.

Methodology: M.C.

Data collection: A.G.

Interpretation or analysis of data: M.C.

Preparation of the manuscript: F.M, A.G.

Revision for important intellectual content: M.C.

Supervision: F.M.

Declaration of conflicting interests

The authors declared no potential conflicts of interest with respect to the research, authorship, and/or publication of this article.

Funding

The authors received no financial support for the research, authorship, and/or publication of this article.

ORCID iD

Faranak Mahmoudpour

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