An interesting thought on what you’re selling (and therefore emphasizing) to your organization. Are you trumpeting the right things?
Kenneth Fischer, President of the University Musical Society of the University of Michigan, talks about his organization’s experience working with its academic neighbor to create more engaging and meaningful performances.
Kenneth Fischer, President of the University Musical Society of the University of Michigan, discusses his experiences building understanding and partnerships with the local Arab American community.
Kenneth Fischer, former President of the University Musical Society of the University of Michigan, shares his experience leading change at UMS and stresses the importance of getting smart, experienced, passionate people involved and staying out of their way.
Dr. Rob Wiltbank of Willamette University talks about the importance of a board’s point of view for nonprofit organizations.
Dr. Warren Boeker of the University of Washington talks about the importance of clarity of the board’s role and useful performance metrics in nonprofit organizations.
Julie Stapf, Director of Marketing for the Hartford Stage Company, discusses the importance of building an environment of trust and fostering a sense of ownership when leading an organization through change.
Michael Stotts, Managing Director of the Hartford Stage Company, discusses the importance of transparency and consensus-building when leading an organization through change.
Patricia Walker, Chief Operating Officer of the Detroit Symphony Orchestra, discusses the importance of getting the right people behind an idea and getting staff buy-in when leading an organization through change.
Susan Broad, Executive Director of DuPage Children’s Museum, discusses the importance of transparency, trust and working with staff when leading an organization through change.
Alison Segebarth, Director of Marketing for DuPage Children’s Museum, discusses the importance of communication, flexibility and momentum when leading an organization through change.
A fresh look at empirically driven outcome measures; from the “moneyball” guys. What do you think of the lessons they take away from the example?
With many folks talking about the need for new business models to make arts organizations more sustainable, The Artful Manager’s Andrew Taylor takes the discussion a bit further.
Douglas McLennan, Editor of ArtsJournal, suggests that the current arts education debate is missing the opportunity to make real change.
Douglas McLennan, Editor of ArtsJournal, discusses how arts organizations have become trapped into focusing on the process of making art rather than the art itself.
Douglas McLennan, Editor of ArtsJournal, talks about how arts organizations should be thinking of social media.
Douglas McLennan, Editor of ArtsJournal, talks about arts organizations’ need to support the vital role the audience plays in “completing the act of art.”
Douglas McLennan, Editor of ArtsJournal, talks about how the relationship people want to have with art is changing.
Douglas McLennan, Editor of ArtsJournal, discusses the changing landscape for commercial and nonprofit arts and culture organizations.
Mark Bauerlein has made a truly splendid argument for the real and important intrinsic value of the arts in our education system.
A workbook designed to help organizations assess and strengthen their governance practices.
Steven Johnson is an amazing thinker and this book raises intriguing questions for how cultural programming might be designed in the future.
With the ever-increasing temptation to focus on what’s new, it’s important to remember that most of our challenges (and their solutions) are not so new.
This post introduces an interesting, knowledge-game approach to understanding and developing an organization’s strategic direction. It includes a mapping tool and suggestions for how to create a team session which can be focused in any number of ways.
A post on the choice facing so many arts and cultural organizations today- whether to change to continue to be relevant.
A case study on board leadership and organizational growth, featuring a response by NAS CEO Gail Crider.
Ian David Moss, Research Director for Fractured Atlas, discusses the effects of the rise of professional amateurs on arts organizations.
Ian David Moss, Research Director for Fractured Atlas, talks about the rise in people pursuing amateur activities to professional standards.
Ian David Moss, Research Director for Fractured Atlas, talks about the benefits of a macro view of an arts community.
Ian David Moss, Research Director for Fractured Atlas, discusses his work on the Bay Area Cultural Asset Map for The William and Flora Hewlett Foundation.
A fascinating animated talk by Daniel Pink about the surprising things that do (and don’t) motivate people.
Rebecca Hunter, Executive Producer of the Redmoon Theater in Chicago, discusses her experience leading drastic change in the face of a cash-flow crisis.
As an arts leader, how do you balance financial and creative risks?
This transcript is of Diane Ragsdale’s keynote “Surviving the Cultural Change (Version 4.0)” at the Arts Alliance Illinois Members’ Meeting on June 21, 2010. In this speech she challenges arts organizations to adapt to the cultural changes that have been taking place.
Nina Simon discusses difficult decision making with visitor experiences on her blog Museum 2.0.
A global discussion to define and track the things that make a society capable of social innovation.
We often hear arts leaders asking about how to use social media. This McKinsey Quarterly article offers a good frame for looking at social media.
Mike Yankovich, President and CEO of the Children’s Museum of Denver, shares his insights about how a leader can motivate and build consensus when leading change.
Edward Nichols, President and CEO of History Colorado, discusses the need for a clear vision and staff involvement to create change in his organization.
This working paper argues that while performance measurement is a helpful management tool, it is not always appropriate to focus on impacts depending on the scale and scope of an organization’s activities and theory of change.
Erin Elman, Dean of Continuing Studies at The University of the Arts, discusses the need to build consensus, use data to inform decisions and accept mistakes when leading an organization through change.
Barbara Ceiga, Vice President of Public Operations at the Academy of Natural Sciences in Philadelphia, discusses the need to get the staff aligned with directional change to successfully effect change.
Joanna Naftali, Executive Director of Luna Negra Dance Theater in Chicago, discusses the challenges of leading change in a small arts organization as a new executive.
In this keynote address delivered at the joint annual conferences of Chorus America and The League of American Orchestras, Russell Willis Taylor, President and CEO of National Arts Strategies, explores the extraordinary opportunities that arts organizations have today.
A brief but interesting note regarding justifying the expense – and evaluating the effectiveness of – leadership development programs.
The piece reminds one that the construct of “the arts” marginalizes artistic and creative activity. It makes the end product the focus of attention, rather than the role artistic activity is playing in society, the process of creating and participating in art, and the affect on people engaged through the work.
Jessica Deutsch, Marketing and Publicity Manager for Milkweed Editions in Minneapolis, discusses the importance of engaging the collective wisdom of an organization’s staff when leading an organization through change.
Greg Carpenter, General Director of Opera Colorado, discusses the value of anchoring change to a strong, articulated vision.
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