*2. Interdisciplinary Development, Organizational Learning and Cultural Change*

The effects of arts-based initiatives (ABIs) exist far beyond academic education, in a real-world organizational environment, as evidenced by two decades of research, according to Claudia Schnugg and BeiBei Song's article on art–science collaboration. With a brief historical background on ABIs and summarizing their effects in general, Schnugg and Song closely examine one specific approach— artist residency programs, typically taking place in research, development, and science settings, and gaining popularity among government, corporate and scientific organizations alike—as an ideal means to foster interdisciplinary collaboration for innovation and to tackle complex challenges confronting society and business [8]. The article, which dissects 58 interviews with artists, scientists, engineers, managers and curators involved in 18 different programs at academic, scientific, corporate and cultural organizations, explores the multi-faceted contributions of art–science collaboration. The benefits of such interdisciplinary development are many: 


ȣ Contextualization, communication and exchange with the next generation and society at large 

All of these play a vital role in cultivating a new generation of leaders [8]. 

Although ABIs in the context of modern management are relatively new, there are many examples of art-driven interdisciplinary learning and creation in human history. There was of course the Renaissance, when such integration was the norm. Among other historical cases cited by Schnugg and Song is Joseph Beuys' artǦdriven social transformation, the focus of a study by Fabio Maria Montagnino. Beuys' Social Sculpture concept intertwines "the artistic process with social, economic, political, and environmental criticism" to trigger "a collective transition and shape society". The multidisciplinary "from chaos to order" approach taken by Beuys' 100 Days of Free International University enabled discussions that were otherwise impossible in a world of rigidly separated specializations. The idea of "shaping" the change presently permeates the open social innovation arena, where a "new organizational model is characterized by a porous structure, with a knowledge absorptive capacity and the systematic involvement of multiple stakeholders" [9]. 
