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Transcript of Facilitated by Melissa Dibble Managing Director, EmcArts EmcArts Inc. | 127 West 122 nd Street | New...
Facilitated by Melissa DibbleManaging Director, EmcArts
EmcArts Inc. | 127 West 122nd Street | New York, NY 10027 | www.EmcArts.org
TCG 25th Annual Conference
Shift Your Assumptions & Change the Game: New Practices for a New Era
Friday, June 19th, 201510:30am – 12:15pm, and 1:30pm – 3:15pm
EmcArts Inc. | 127 West 122nd Street | New York, NY 10027 | www.EmcArts.org
Introductions
What’s one time in your life you did something discontinuous?
What complexity prompted that discontinuity?
Consider for 2 minutes
Get together by birth month & share
Identify complex challenges that the theatre community in the USA is facing
Consider shifts in assumptions that will be needed for adaptive change
Use some techniques that may be of value back in our home organizations & communities about adaptive change
EmcArts Inc. | 127 West 122nd Street | New York, NY 10027 | www.EmcArts.org
Our goals today
Courtesy Jamie GambleImprint Consulting
Complex situations are ones inwhich this….
Source: Jamie Gamble
Defining and measuring success
ComplicatedComplex
Chaotic
disorder
Simple
Simple
ComplicatedComplexTo have the arts sector at the table consistently in civic and neighborhood planning
To improve access to arts events via shared
online ticketing
To make uniform financial data available for public
scrutiny
The Cynefin framework
What challenges does the USA Theatre sector as a whole face, in each of these domains? Source:
David Snowden and others
Self-facilitation guidelines
1. Agree first on a scribe to capture your outputs
2. Decide if you want someone else, or that person, or no-one, to guide the conversation
3. Go round and introduce yourselves, briefly
4. Give space for all the voices in your group
5. Be concise in what you say – don’t hog the air time!
6. Listen appreciatively, to build on what’s been said
7. Ask questions to clarify and explore what others say
The Cynefin framework
Choose ONE complex challenge you see as particularly important and pressing…….
Source: David Snowden and others
Criteria for selecting a complex challenge
1. The challenge does not have any standard or established solution.
2. We either have not yet developed a response to this challenge, or our current responses aren’t proving effective.
3. There is a sense of urgency to address this challenge.
4. If we successfully tackle it, it is likely to have significant impact on our sector’s ability to create public value.
5. Is there a natural sequence to addressing these challenges? If so, which one comes first?
1. To create New Audiences/Participants in theater
2. To define success as appropriate to the type and stage of the project (not defaulting to usual definitions/measures)
3. To embed the arts into daily life & expectations (not an add-on, a luxury)
4. To link/intertwine and demonstrate the relevance of our theater work in the wider culture
5. To understand who “drives” the organization and the art-making
Challenges identified by groups
EmcArts Inc. | 127 West 122nd Street | New York, NY 10027 | www.EmcArts.org
EmcArts Inc. | 127 West 122nd Street | New York, NY 10027 | www.EmcArts.org
Visual Thinking Strategies
A technique based on:
•Inquiry•Attention to data•Shared sense-making
Developed by Abigail Housen and Philip Yenawine
Questioning our underlying assumptions
Developing organizational assumptions
Assumptions evolve as repeated successful solutions to problems.
What was once a questionable hypothesis about how to proceed becomes a reality that is taken for granted….
In order to innovate, organizations have to resurrect, examine, and then break the frame created by old assumptions.
Edgar Schein, Leadership and Organizational Culture
Questioning organizational assumptions
Complex Challenge
EVIDENCE that appears to contradict
the Assumptions
ADAPTIVE RESPONSE
New HYPOTHESES
for future success
What we’llDO DIFFERENTLY
to test them
Considering this complex challenge
1. What are the key assumptions we’ve held that have turned this into a challenge?
2. What evidence is there that suggests these assumptions may no longer be true?
3. What alternative hypothesis, or way forward to achieving our goal, might we test?
Simple
ComplicatedComplexTo have the arts sector at the table consistently in civic and neighborhood planning
To improve access to arts events via shared
online ticketing
To make uniform financial data available for public
scrutiny
We have assumed……
Our work in the arts exists separately from these community issues
City Hall and other agencies do not want us at the table
We have little to contribute
Complex ChallengeTo have the arts sector at the table consistently in civic and neighborhood planning
OLD ASSUMPTIONS
Our work in the arts exists separately from these community issues
City Hall and other agencies do not want us at the table
We have little to contribute
CONTRARY EVIDENCE
Artists and organizations are affected by planning
Many artistic works reflect neighborhood life
Our recent civic memberships and approaches to City Hall have not been rebuffed
Our impact data are convincing and our trustees well connected
Complex ChallengeTo have the arts sector at the table consistently in civic and neighborhood planning
OLD ASSUMPTIONS
Our work in the arts exists separately from these community issues
City Hall and other agencies do not want us at the table
We have little to contribute
NEW HYPOTHESES
Our work in the arts can deeply inform these community issues
If we’re proactive, we will be respected for engaging with civic agencies
Working with other sectors, we will better understand how to maximize our contribution
Complex ChallengeTo have the arts sector at the table consistently in civic and neighborhood planning
NEW HYPOTHESES
Our work in the arts can deeply inform these community issues
If we’re proactive, we will be respected for engaging with civic agencies
Working with other sectors, we will better understand how to maximize our contribution
WHAT TO DO DIFFERENTLY
Promote artists, organizations and their work as keys to civic vitality
Hold civic planning meetings at our venues
Gain fluency in the language and interests of other sectors
Exchange data and convene to find common ground
On a page, capture:
1. Underlying assumptions we’ve held in the past around the challenge
2. Evidence that contradicts these assumptions
3. One or more alternative hypotheses we might explore to reach our goal, that better fit the evidence
1. The response results from a shift in underlying organizational assumptions
2. It’s discontinuous from previous practice
3. It provides a new pathways to creating public value
It’s broad enough to encompass many possible strategies, but narrow enough that it sets us in a specific new direction.
An adaptive response
Facilitated by Melissa DibbleManaging Director, EmcArts
EmcArts Inc. | 127 West 122nd Street | New York, NY 10027 | www.EmcArts.org
TCG 25th Annual Conference
Shift Your Assumptions & Change the Game: New Practices for a New Era Friday, June 19th, 2015
Check out: www.ArtsFwd.org