Anke Strauss, a Berlin based economist, on Marjorieke Glaudemans in her thesis 'Artists in organizations - artistic intervention and cultural hacking' published in June 2007. Strauss examines the meaning, strategies and effect of artistic intervention in the corporate context.

'Marjorieke Glaudemans considers language important, but in a specific way. The main questions Marjorieke Glaudemans is interested in are how people manage to live in complex systems they develop themselves, and how identity and (social) system are intertwined. Consequently, she largely operates outside art institutions in companies, or other non-art contexts. She also conducted a one and a half year 'field study' as a project manager in the management centre de Baak, an institution which provides further training courses for top and medium-level managers. This "was the most important experience I had and it is the most important source for my work now"(1), as she gained insight into organizational processes, as well as the language a company uses to form its corporate identity.(2) She considers this insight as being crucial if an artist working in companies is to be able to really reach people in such organizations,(3) where always a certain language is used in order to create and value reality. "Not that I say, that you have to speak the same language, but you have to know it and how your [artistic] language can connect to it".(4) Therefore she often incorporates well-known formats of organizational everyday life such as workshops or lectures into her work. This reflects her art practice, which can be perceived as process-oriented, and not necessarily resulting in physical objects. (She consequently does not call herself a visual artist, but artist, which constitutes a small but important difference.) Her work is more a registration of processes, whereas the question of how this registration finally takes shape is not pre-given in terms of being a certain format that can be recognized as an artwork, like a painting or sculpture. Therefore she calls the process-like multimedia works "uncalled-for communication processes" rather than pure images. Her aim is to function as a mirror, reflecting underlying mental images that exist in particular business organizations and making them visible to employees. Her strategy that she describes as intervention evokes Kent Hansen's art practice, however she does not emphasize that what she is doing in the organizational context is art. "I do say that I am an artist. But I don't say that I come and make art and I think this is the most important difference to most of the artists".(5) She rather inserts what Kent Hansen called a scope of art, a 'free zone'. She enters complex (social) systems like companies, organizing meetings and what we could describe as personal encounters, in order to speak about particular questions and to reflect certain issues. Those encounters (which often take the shape of lectures or workshops) then create a temporary free zone against the background of the business organizational system, time out of daily business, where underlying mental images can be studied and reflected. She started working this way when still attending university, yet after realizing that the personal encounters she organized often took the shape of a staff outing without any dynamic, she decided to change her ways of initiating projects. She now starts a so-called Free id zone project with a suggestion or a proposal, which is further developed in collaboration with a network of people from different contexts, including philosophers, artists, art critics, and professionals from the corporate sphere, that she formed around the initiative in order to realize it. Because of her constant work in the corporate context, her contact with members of top-management via her network, and especially her job as management consultant (project manager) at de Baak, she is known in the corporate sphere. Thus, business organizations also ask her to work on a particular question. However, she fundamentally differs from management consultants as she uses this question as an occasion to initiate a reflection process (6) about the question itself by turning the question completely around. "My work has very much to do with participants, who come into the situation of a seemingly normal workshop and at one time realize their own situation and that not everything is that clear as they were thinking it was. So the strategy I apply is that I say 'Yes' to a regular consultancy question, when I am asked for a service and then I turn it around. And certainly, it is still a service and that's why I call my work uncalled-for communication process".(7) However, she is not serving the organization, although this might seem the case at first glance. She rather accepts the commission and the question, in order to stir a reflection process, which she in turn uses for her artistic projects which consider how individuals are (unconsciously) formed by organizations that they create themselves.(8)'

notes
1 Excerpt from an interview with Marjorieke Glaudemans (2007).
2 Her Free id zone project 360° explicitly focus this topic as it examines and inquires the vocabulary used to form corporate identities. See www.freeidzone.org
3 According to Marjorieke Glaudemans, it is important to have experience in what one is talking about. "I realized after my one and a half year experience in the firm, that I before was talking to people about experiences I didn't experienced. And this is a very, very arrogant attitude. And because of that, because of the distance, you don't reach the people in the organization". Excerpt from an interview with Marjorieke Glaudemans (2007).
4 Excerpt from an interview with Marjorieke Glaudemans (2007).
5 Excerpt from an interview with Marjorieke Glaudemans (2007).
6 Admittedly, this is also often found in the working methods of systemic consultants. See Wimmer (1995).
7 Excerpt from an interview with Marjorieke Glaudemans (2007).
8 She described the gradual conditioning and in-corporation of individuals by quoting a Chinese saying: " When you throw a frog in boiling water, he immediately jumps out. But when you put a frog in cold water and you got slowly boiling the water then he stays in. And that is what I said of being organized". Excerpt from an interview with Marjorieke Glaudemans (2007).