Transparency has become a catchword for proper governance in contemporary organisations, affecting the buildings arts therapists work in, the equipment they use and the way staff communicate with each other. Hence the move to open plan working in a mental health care setting for older people (‘Cloffaugh’), a popular environment for the NHS, provides a touchstone for this article: namely a detailed study of collaboration between an anthropologist (Ruth) and an arts therapies manager (Angela) that invites readers to look behind the surface appearances of everyday inter-professional interaction. Using an ethnographic approach, it follows their journey through three different office settings to show how working transparently across disciplines is harder to achieve than policy exhortations imply. Too sharp a division between what is and what merely seems, though clear, may mislead. While open plan working has many virtues, it is not simply a variable for management to manipulate. It is also an image. Transparency has to come in the right amount if it is not to be exclusive. In the spirit of ‘positive risk-taking’ often advocated, we believe the article will interest arts therapists and managers who work in organisations, large or small. [ABSTRACT FROM PUBLISHER]