Arts Entrepreneurship Class – Assignment One

My students completed their first assignment (described in my previous post). Their work was superb: ideas were original, and plans were imaginative and comprehensive. After each team had made their presentation, I asked the class what they had learned from this assignment. #

Their spontaneous response was: #

HOW EASY IT WAS TO GENERATE ORIGINAL IDEAS! #

I was surprised, but of course, quite pleased. I then asked, what else did you learn. Their unhesitating response was: #

WHY HADN’T THESE ARTS ORGANIZATIONS ALREADY THOUGHT OF THESE IDEAS? #

I equivocated a bit and said that perhaps they had, but dismissed them as impossible to implement. A lively discussion followed about why arts not-for-profits are so resistant to change. #

We briefly listed reasons, but I stopped us fairly quickly because we all know these reasons. What I wanted the class to focus on was how to create and manage change. What are the mechanisms a leader can use to make positive change? We were able to discern at least 2 “known” factors. #

One was that in every crisis is an opportunity. I remember Jean Lipman-Blumen speaking eloquently to this topic. Jean has been a professor at the Drucker School of Management for a number of years. We were able to cite specific examples of organizational change that was made possible by the economic collapse of 2008 +. #

The other device we were able to isolate was the impact of a large-scale project or event. At times these organizational events or projects can transform the organization, BUT the end goal must be imagined and planned for in advance. I have known some of these events or projects to have the absolute opposite impact. #

The last we talked about, of course, was carefully planned change, one that involves comprehensive planning and buy in. These outlines do exist in a number of well-written sources. #

The students are now working on their individual ideas and plans. I will report on these as they take shape. #