So much of leadership, management, and change narrative is about "gap analysis." The thinking goes that we achieve a desired future by describing a bold vision, defining our current location, mapping the gap between here and there, and then planning and adjusting our route at check-points along the way. … [Read more...]

It’s common modern practice to consider art and commerce in opposition to each other, and artists and accountants as cartoonish polar opposites, as well. But it wasn’t always so. About 520 years ago, art and commerce, artist and accountant, lived with and learned from each other through the lives of Luca Pacioli and an up-and-comer named Leonardo da Vinci. … [Read more...]

The idea of "best practices" has always driven me a bit nuts. The world is full of complexity and context and interconnections, I figured. How could any "one way" or "single process" across many instances be "best"? In fact, how could it be anything more than a delusion? Sure, there are "fruitful paths" that seem to yield positive results in many cases. But "best practice"? Nope. … [Read more...]

The new episode of my "Concept Test Kitchen" explores the PAEI Code, a framework by Ichak Adizes to explore the four functions/concerns of management and their interplay and implications. Full details on this model are available in multiple places, but I'm drawing from the book Leading the Leaders, Adizes Institute, 2015.  … [Read more...]

We often talk about an organization having a mission, as if the organization exists as some separate entity with its own individual will. But increasingly I’m wondering if that attribution hasn’t always been upside-down. Organizations don’t have missions. Missions have organizations. And when change is necessary, it’s important to know which changes which. … [Read more...]

I'm launching a new experiment with this pilot episode of "Concept Test Kitchen" -- a video series presenting interesting frameworks or approaches to arts management ('recipes for thinking'), so you can share back whether or when they may be useful. Watch below, or on YouTube. And let me know in the comments whether the recipes have any nutritional content for your professional or creative work.   … [Read more...]

My previous post suggested a multi-layered view of our work in arts organizations, including attention to the nouns of our 'products' or 'outcomes,' the verbs of our 'processes' or 'practices,' but also the core 'source' or 'wellspring' of the work that drives and inspires us. One obvious wellspring for many of us in the arts is a "love of beauty," or the intrinsic joy and revelation of form, action, sense, and sensibility we derive from arts experiences. … [Read more...]

So much of our training, theory, practice, and focus in cultural management has to do with outcomes and processes. When we look to improve how our organizations 'work', we tend to chose between 'making better things' (the outcomes or products), or 'making things better' (the processes that lead to those outcomes). … [Read more...]

A former professor of mine used to say that there are two kinds of people in the world: those who divide the world into kinds of people, and those who don't. Now as a professor myself, I would add a third kind: those who cautiously categorize, but feel bad about it. That would be me. Faced with seemingly random complexity, it can be handy to group behaviors and tendencies (not people), but only for a specific and time-limited problem at hand, and only if you feel wary all along the way. … [Read more...]

One of the core actions of aesthetic/artistic attention is to step back – to make a little space between yourself and the object of your attention, so you can see it as it is, rather than see it as you are. Stephen Sondheim captures this imperative (and its implications) in "Finishing the Hat" from Sunday in the Park with George (here's Mandy Patinkin's reprise of his original Broadway role): … [Read more...]