Some of the greatest achievements in history have been brought about by people who were…
James MacGregor Burns revolutionized leadership studies in 1978 with the concept of transformational leadership. In…
This journal article is a brief and accessible look at the author’s research in adult learning.
This is a study of twelve high performing nonprofits, all in existence for more than ten years, organizations that faced similar social, political and economic circumstances.
The book is a distillation of Linda Hill’s almost 30 years at Harvard Business School (HBS) where she has studied what effective managers do and how they do it.
The book is based on the work of a core research team who asked, “What are the crucial differences between intelligence diminishers and intelligence multipliers and what impact does each have on organizations?”
Based on her extensive interviews with 42 directors of international art museums, Dr. Suchy describes a four-part leadership model that could apply equally to all cultural organizations.
In the chapter, “The Transition Challenge: Moving from One System of Values to Another,” Dean Williams outlines the necessary steps in orchestrating a transition.
This short article provides managers with a quick look at methods that can be used both restoratively and preventatively to create an open, respectful and productive organizational culture.
In a rapidly changing environment, examining and recognizing our mental models is essential if we are to shape organizations that have the resilience to adapt to change.
Peter Kim, Gail Perreault and William Foster of the Bridgespan Group argue organizations often have a clearer vision of what their programs will be in five years than of the funding that will support them. They offer a road map for leaders seeking to develop appropriate funding models for their organizations.
What do you think? Can innovation be learned? Does it flow from the individual to the organization? Does it require staggering genius?
Interesting new research from Christopher Marquis and Matthew Lee at Harvard Business School on key structural drivers of corporate philanthropy, including gender, CEO tenure, and board structure.
A provocative post by Nina Simon on Musuem 2.0 discussing the role of museums (or…
Brands aren’t just logos- they are a huge range of things that contribute to customer perceptions.
How can organizations embrace new IT models to maximize workflow and productivity while reducing IT costs?
Jesse Rosen, President and CEO of the League of American Orchestras, provides a clear-eyed view…
The article points to a useful question for cultural leaders: does your artistic mission need to be so intimately tied to a specific “technology,” and if it does, what additional challenges should you therefore expect to face as a leader?
In this book, eight academics look at the strategic, cultural, and marketing parallels between for…
Giving our minds time to process information when not consciously focused on the decision facing us can result in better outcomes, especially for more complex decisions.
Eli Pariser, the former Executive Director of MoveOn.org and their current Board Chair, highlights the hidden and growing impact of online filters on Google, Facebook, and throughout the internet in this TED video.
There’s a handy (and fun) tool available online from Harvard Business School to make elevator pitch writing easier by focusing on the questions that matter most.
Creativity is not a trait reserved for the lucky few. By immersing your people in unexpected environments, confronting ingrained orthodoxies, using analogies, and challenging your organization to overcome difficult constraints, you can dramatically boost their creative output—and your own.
The two sides of strategy: collaboration and competition, covered in the book “Give Smart: Philanthropy that Gets Results”
Are there ways to take what makes each of our arts institutions unique and capture that experience through technology? Is it just the “end product” that engages our communities, or are there opportunities throughout the entire process of creation and presentation?
A comparison of the nonprofit and commercial models, and the introduction of a hybrid that may be more appealing.
An article exploring the cognitive barriers at the individual level to change and suggest a more effective way to work with the brain’s wiring rather than against it.
In this video interview on Rethinking Capitalism, Michael Porter (of Porter’s Five Forces fame, among…
A wry, brief paean to the arts and what the world of business has to…
Clay Christensen and his team at Innosight Institute apply Christensen’s model of disruptive innovation to…
In this post, Tony Schwartz gives some helpful hints for maintaining focus.
This post very clearly illustrates a wonderful formula for change taught at the Ross School of Business at the University of Michigan: Discomfort x Vision x First step = Change
The authors argue one is most likely to succeed using an organization’s existing culture to help change behaviors in the shorter-term. These behaviors can in turn change the culture in the longer run.
A short research publication about how leaders influence the implementation of strategic initiatives and the…
As arts organizations face an increasing number of challenges, it might help us all to lighten the load by “unlearning” some things – Matt Ridley sketches out what a few of those things might be.
Research on decision making in consumer behavior, perhaps with broader implications for nonprofits.
Is your organization making its performances available outside your ‘regular’ venues? Do you think this will bring new audiences into your venue…or just let them see your work from afar?
This piece from last week’s Marketplace is good food for thought given the increasing competition for audiences’ time and money.
Alfred North Whitehead posits that learning naturally proceeds in three stages: romance, precision and generalization. Are you in the business of romance or precision?
The arts aren’t under the microscope of evidence-based funding today, but this shift in the thinking around us is already starting to inform the thinking of the program officers and donors upon which we rely.
The book is divided into short segments with titles such as “Workaholism” and “Reasons to quit” and one of my favorites, “Emulate chefs.” So, if you need a break from the holiday food frenzy or from your great stack of reading, try this book.
What can arts organizations learn from the successes and failures of these three discount retailers?…
This article highlights some of the challenges to productive performance reviews as well as suggestions for how to overcome them.
Given the challenges facing both those who have facilities and those who want access to facilities, are there opportunities for communities to work together to overcome these challenges?
An interesting article on how we think about complex situations.
How to enable hybrid thinking to solve problems in your organization.
An interesting article on the relationship of trust between charities and the public.
This report describes the Royal Shakespeare Company’s creative response to external changes that allowed it to grow while staying true to its core mission.
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