Art As Currency For Experience

by:

Joe Patti

This week Diane Ragsdale wrote a piece addressing the difficultly people have with the idea of Art for Arts Sake.  She says when she conducts workshops and asks arts administration types to fill in the blank in the phrase, Art for ____________’s sake, they never say “art.” In discussions, people aren’t able to really define what is meant by “art for art’s sake.”

She suggests part of the issue has to do with the way we define value. She uses the example of an artist she invited to speak in her class. When the artist asked if there were any questions, a business student asked if she was being responsive to the market by painting so many orchids. The artist said she was basically painting orchids because she enjoyed exploring the form and would do so until it no longer interested her.

After the fact, as I reflected on this moment, I thought it was quite brilliant. A quite reasonable question from a business school student: Is there sufficient demand for orchids? Do you know your market? Do you think you may need to diversify?

And a quite reasonable answer from an arts student: I’m interested in the idea for its own sake; right now, I’m not thinking about whether there is a market for orchids.

And I could not have architected a better moment to convey the different logics or rationalities of business and art, or what art for art’s sake, or research for the sake of research, or exploration for the sake of exploration, or excellence for the sake of excellence are all about. Through this brief conversation between an artist and  business student, I was able to experience the world of business and the world of art as parallel systems of value. This experience finally helped me make sense of, and come to terms with, the phrase art for art’s sake.

Ragsdale provides a chart created by Bill Sharpe discussing “five “economies” and their “shared denominations of value.”” For example, in competitive games, the currency is the score; in democracy, it is votes; in exchange, it is money; and in experience, it is art.

She says,

What Sharpe’s framework seeks to illustrate is the incommensurate nature of these various currencies of shared valuation. The score of a sports game may tell us who won or lost but it can’t help us understand the individual or shared experience of the game, for example.

For me, this coalesced ideas that Carter Gillies wrote in a guest post for Ragdale’s blog (my emphasis):

They value the economy? Well, the arts are good for the economy! They think that cognitive development is important? Well, the arts are good for cognitive development! We make our own ends the means to their ends.

But this never teaches them why we value the arts. It is not a conversation that discusses the arts the way we feel about them. Its not a picture of the intrinsic value of the arts, because in talking about instrumentality we always make the arts subservient.

Just as the score of a baseball game can’t describe the experience of attending, many of the criteria people wish to apply to the arts aren’t relevant as a measure of value. Arts may be good for the economy insomuch as an exchange is taking place, but we all know the value of the art is not reflected in the amount paid.

The arts may be good for cognitive development, but there is no relationship between value of a painting, play, dance or musical composition and test scores. The masterwork of a painter doesn’t raise test score higher than the preliminary sketches they made in preparation for the piece.

If Sharpe is correct that the currency of experience is art, I guess that validates John Dewey’s book, Art As Experience.

I don’t know that telling people the currency of experience is art will help people understand art better. People don’t necessarily associated the joy they experience playing with a newborn as being partitioned into units of art.

It is helpful to be reminded that many things are not valued solely in dollars, as much as it may seem that way. That we have recently seen that the amount of money thrown at an election doesn’t necessarily translate proportionally into victory seems to bear out Sharpe’s statement that votes are a distinct currency from money in the election economy.

Recently the big news has been about the Arts & Economic Prosperity 5 report. It is great that activity in the arts and culture industry has had such a strong impact in so many communities outside of the usual urban areas. But it is important to remember these numbers are just like a baseball score. They don’t tell us anything about the experience of the creators and participants, the quality of the work, or a handful of other things we might list as important before we even care about the amount of money that got exchanged.

A Reminder About The Necessity For Patience and Effort Sustained Long Term

by:

Joe Patti

I wanted to call attention to the recent return of the Hokule‘a, a double hulled voyaging canoe, to Hawaii after a three year voyage around the world that saw the canoe travel 42,000 miles to 150 ports and 23 countries and territories. It is the first time a Hawaiian canoe has circumnavigated the globe completely under wind power. You can see photos of the return on the Star-Advertiser newspaper site. Apparently about 50,000 people showed up to welcome the canoe.

While the voyage is impressive of itself, the Hokule‘a represents so much more in Hawaii. The canoe was first launched over 40 years ago in 1975 in an attempt to reclaim Hawaiian cultural heritage and knowledge as part of the Hawaiian Renaissance. The Polynesian Voyaging Society sought out the few remaining people who still knew how to navigate in the traditional way without instruments. Only Mau Piailug of the Federated States of Micronesia was willing to teach them.

If you have seen the movie Moana where the title character begs Maui to teach her to navigate, you have gotten a very small hint of what is involved (expand the Read More under Nainoa Thompson’s picture). While later voyages have use Western instruments like compass and sextant and have been supplemented by some technological aids, those first voyages marked the first time in over 500 years that Hawaiian sailors navigated between Hawaii and Tahiti using traditional methods. Later they would use the same techniques to travel to other Pacific Islands and reinvigorate interest in seafaring traditions among other peoples.

The canoe and its voyages have contributed a great deal to the shared cultural consciousness of Hawaii. In 1978, the canoe capsized while still within the archipelago. Crew member Eddie Akau went to get help, paddling his surf board to the island of Lanai. The rest of the crew was rescued, but Eddie was never seen again.  To this day, 40 years later, you will drive around and see bumper stickers saying “Eddie Would Go,” as a testament to his selflessness, long  established during his career as a lifeguard where he saved over 500 people, often in dangerous surf conditions.

Educators have developed curriculum and programs in connection with the voyages covering a wide range of topics from environmental concerns, geography, tides, navigation, the physics of raising the mast, and genealogy. Star Trek has a Hokule‘a class of starship

I should note, the effort to revive and employ traditional sailing methods wasn’t primarily driven by a desire for authenticity and eschewing modern options. The Hokule‘a was conceived and launched as part of a general effort to recognize and reclaim the validity of Hawaiian music, dance, language, dress, etc after a long period belief that Western/modern ways were superior. The ship answered doubts about the ability of early Polynesians to accurately and consistently navigate between Tahiti and Hawaii using available technology.

As I read about what they have accomplished, it reinforces the long view and sustained effort  required to accomplish their goals. Even that first voyage of 40 years ago was preceded by a long period of preparation. It puts the whole process of judging viability by the success or failure achieved increments of 12 months or less in perspective. I think there are lessons here about the power of cultural practices and their ability to fire the imagination.

 

Shared Leadership Provides Opportunity To Manage Up

by:

Joe Patti

Last month Non Profit Quarterly suggested that organizations undergoing executive leadership transition consider the shared leadership model that many performing arts organizations employ.  They note that it can be valuable to have one person focus on artistic or programmatic issues freeing the executive director up to focus on developing organizational capacity and funding.

This week, Createquity tweeted about a study dealing with the same dynamic from the perspective of the employees on the organizational chart just below the executive leadership. These people can be torn between the conflicting demands of programming and economics represented by the two leaders and be unclear where their duty and loyalty should reside.

People in the performing arts can already attest to feeling squeezed by situations like this. What was interesting to me though was that the authors of the study suggested the ambiguity of the situation can provide those in the tier below the executives with the ability to essentially “manage up” and serve as arbiter between the two leaders.

The paper referenced in the article was based on research conducted in the Dutch movie industry and focuses on the role of the 1st Assistant Director (1st AD) who is responsible to both the Director and Producer. They note that while the director is more powerful in Italy and the producer more powerful in Hollywood and more balanced in the Netherlands, the organizational chart is essentially the same in all countries. (my emphasis)

However, role conflict and role ambiguity also provide 1st ADs with opportunities to define their role expansively. By doing so, 1st ADs can increase their ability to act as a buffer between the dual leaders. Moreover, the more the director and producer employ a narrow definition of their respective roles, the more space they leave for the 1st AD, and the more likely it is that positive effects ensue from the 1st AD facilitating collaboration between the dual leaders, and bridging the artistic and commercial sides of the organization.

Our study has a number of practical implications, the first of which is to suggest that organizations could profit from designing structures in such a way that it leaves space for lower-level organizational members, who can mediate between dual or multiple leaders by expanding their role, while taking into account how leaders can directly and indirectly facilitate such behavior. Second, because employees, also in non-project-based organizations, tend to have increasingly less stable, defined and demarcated roles, they have to be able to, or learn how to, proactively define their own roles. Finally, managers need to learn how to accommodate the positive aspects of role expansion while at the same time mitigating its potentially negative effects on organizational stability, especially as a result of discontent by those organizational members whose roles are being invaded.

Given that so many arts organizations are already operating under this structure, this seemed like valuable advice for both employees to identify how they can expand their role within their organizations and for the leaders to create an environment that allows employees to carve out a little more space for themselves.

No Tall Tales To Tell

by:

Joe Patti

You wouldn’t think fishermen needed help telling a story, but according to Non-Profit Quarterly, the Cape Cod Commercial Fishermen’s Alliance is looking for just that.

They are getting help from the Arts Foundation of Cape Cod in securing the services of a digital storyteller to serve as part time artist-in-residence for a year. (Deadline to submit is June 30)

According to the Non-Profit Quarterly,

This is a unique opportunity for an enterprising photojournalist/videographer seeking to tell the story of a normally hard-to-reach profession. The Fishermen’s Alliance goal for the artist-in-residence is to give the general public a better understanding of organization’s value to Cape Cod.

Presently, the Fishermen’s Alliance YouTube channel has 25 subscribers. The 20 or so videos have a modest number of views. Their tagline is, “Small Boats. Big Ideas.” That message is not apparent in their existing videos. However, their plan to engage an artist-in-residence is certainly a big idea. One would not expect this kind of initiative to be launched by a relatively small-membership organization of commercial fishermen. Any nonprofit would do well to watch what the Fishermen’s Alliance artist-in-residence begins to produce online and take careful notes.

[…]

…Perhaps the biggest challenge for any nonprofit is strategic: How to create content that people want to consume, and how to create engaging videos that get shared. The Fishermen’s Alliance artist-in-residence will need a solid understanding of metrics and how they point the way for continual improvement. Yes, there is the still photography part of the job, but the cornerstone of any nonprofit’s content marketing efforts today needs to be video. From 360-degree videos (for the ambitious) to Facebook Live, all nonprofits need to respond to their audience’s shorter attention span by making content interactive and visual.

This can be valuable advice for non-profit organizations as something they need to strive for. But for arts organizations, the story may illuminate new opportunities. Can your organization or artists with whom you work offer similar services to non-profits and businesses in your community to help them attain similar goals.

 

Post title a riff on Love and Rockets’ “No New Tale To Tell”