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Audience Development As Disagreement

October 8, 2013

by:

Joe Patti

In a post Seth Godin made today, he says:

The easiest way to disagree with someone

…is to assume that they are uninformed, and that once they know what you know, they will change their mind. (A marketing problem!)

For a long time that was the mode in which arts organizations operated, believing that once people were exposed to the arts, they would fall in love with them forever and ever.

I really never thought of that view as “disagreeing” with a potential audience member, but I guess in a way that is what it is.

It wasn’t until I read Godin’s post that I realized that the view people would fall in love with the arts once they were exposed is probably based on a longstanding sales philosophy that being told “No” simply meant that people didn’t have enough information.

I don’t know how many jobs I had where I was told that. I always thought it was a pile of baloney because there are plenty of reasons for not wanting to buy something other than lack of information. I suspect it was just a semi-manipulative way of making the sales person blame themselves for not making the sale.

Godin has a couple more levels of difficulty for disagreeing with someone. However, he says (my emphasis)

The hardest way to disagree with someone is to come to understand that they see the world differently than we do, to acknowledge that they have a different worldview, something baked in long before they ever encountered this situation. (Another marketing problem, the biggest one).

There actually are countless uninformed people. There are certainly craven zealots. And yes, in fact, we usually hear what we want to hear, or hear what the TV tells us, or hear what we expect, instead of hearing what was said, and the intent behind it. Odds are, though, that we will make the change we seek by embracing the hard work of telling stories that resonate, as opposed to dismissing the other who appears not to get it.

So while Godin’s answer does sort of embrace the idea that the problem is a lack of information, that deficit isn’t solved by delivering a spiel*. Rather the most effective approach will likely be a long term communication process based on an understanding of the other person–the audience and community in the case of most arts organizations.

(*Mahagonny-Songspiel might work, but I doubt it.)

Advocacy, Audience Relations, Marketing/PR

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Oh, You Want Us To Teach It, Too?

October 7, 2013

by:

Joe Patti

Last month on Americans for the Arts’ Arts Blog, Elizabeth Laskowski, wrote about how she welcomed standardized testing for the arts because it was making her school finally take her seriously.

My first thought was that she was basically embracing the philosophy of the kid who always acts up in class–even attention in a negative context is better than no attention.

Because students will now be tested in the arts area, Laskowski will now receive regular evaluations of her teaching, attending her class will no longer be a “carrot and stick” privilege afforded well-behaved children, students will get up to 135-180 minutes a week with her instead of 30 and the grades in her class will actually count.

It probably goes without saying that I think it shouldn’t take the threat of testing to create a situation where a music teacher is thrilled that:

“We will no longer be simply a prep time for general education teachers, or a way for the kids to blow off a little steam before they get back to work. The arts will be full fledged, real, and valuable subjects, worthy of time, money, and respect.”

Elizabeth Laskowski’s post illustrated for me that it isn’t enough to just advocate for arts in the schools, requiring that they be treated seriously and taught is also apparently necessary.

Parents may have to scrutinize claims of arts classes being offered. It appears all classes are not created equal and one should not assume that three years of music class provides roughly equivalent instruction hours as three years of French.

Advocacy, Art(ist) Education, creativity, State of the Arts

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Little Points of Pride

October 2, 2013

by:

Joe Patti

I didn’t know what to write about today. I have a bunch of articles bookmarked, but I haven’t read enough of any of of them to do them justice. I have a bunch of stories I want to draw instructive points from, but they involve people who work with me or rent from me so if I talk about them at all, it will be after some time has past.

What I have decided to do is talk about something I am not responsible for but I feel a great deal of investment and pride in. Talking about what other arts people are doing well seems like a good topic for a Wednesday.

Last week the gallery in my building opened a show by the artist Jimi Jones, and I have really been pleased with the whole experience.

The artist was great at the opening, taking people around to talk about the pieces, asking them questions about what different elements made them think about, telling them that their feedback would help guide his future work. I appreciated that he introduced the concept of interactivity between the artist and the viewer since many of the attendees were students.

He also showed up early the next day to talk to another class before running off to his next show. I got a chance to speak with him and ask him questions about his work and he was just as gracious and engaging as he had been the night before.

I got a little bit of an ego boost the evening of the opening when the directors of the local museum commented that they had tried to get the very show our gallery was presenting at a museum they previously worked at but met a lot of resistance from the board and staff.

You have to admit, there is always a little thrill with even the illusion that you are a bit more progressive than someone else.

What I also appreciated was that despite the reputation that young people today aren’t really engaged with the arts as much as they are with their phones, there were a large number of students who walked around with the artist for the better part of 90 minutes while he moved to and fro between the different works. I think he tired out before they did.

One of the visual arts faculty has brought at least five different classes into the gallery that I have seen and gotten her students engaged in a conversation about the art.

There is furniture made from a lightning struck tree in the lobby just outside the gallery and I often sit there and read during lunch. The best conversation I have heard the classes in the gallery have so far included the students’ disbelief that the artist is in his mid-50s rather than a 20 year old based on the contemporary subject matter and feel of the works.

None of this may seem like a big deal to some of you, but I have never worked in an arts center with an active gallery and so many interesting pieces of permanently installed visual art. We don’t have a large gallery, but its presence contributes to the vibrancy of the whole building.

As I said, other than unlocking the door and making sure audiences to our shows could see the sign directing them upstairs to the gallery, I haven’t been involved with any of the decisions that lead to the presence of this work. But I do take a lot of pride and ownership in it being here.

Advocacy, Art(ist) Education, Working In The Arts

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Passion vs. Engagement

October 1, 2013

by:

Joe Patti

The Drucker Exchange quotes an article in Bloomberg Businessweek claiming “truly passionate U.S. employees” make up “a scant 11% of the workforce.”

My first reaction was to wonder if the arts had a higher percentage of passionate employees than most sectors. The Drucker Institute piece mentions the responsibility of the employee to essentially manage their own careers because companies won’t do it for you.

But it also mentions the need for companies to provide an environment which allow passionate people to thrive. This has been a frequent topic recently in respect to the work-life balance employees at arts organizations seek in addition to their desire to make a difference.

“And yet, for all this, Drucker also recognized that it wasn’t simply a matter of employees seizing responsibility. It’s up to their employers to provide the systems and processes and culture for them to be able to do so. Heavy-handed, top-down organizations—those that “rest on command authority,” in Drucker’s words—don’t create the right dynamics for passion.”

When I looked at the Bloomberg article, I was intrigued by the distinction they made between a passion and engagement.

What’s the difference between passion and engagement? Employee engagement is typically used by organizations to figure out if workers buy into the company’s goals, if they like working for their manager, if they find the company sensitive to work/life balance issues, etc. That serves companies well when they want to scale and have workers “engaged” in the task necessary to expand their particular corporate silo.

The passionate worker—the metaphor Deloitte employs is “the passion of the explorer”—are those who view new challenges as opportunities to learn additional skills. That attitude becomes essential, the consulting firm maintains, because the typical work skill will be outdated within five years. “These people are driven to develop new skills at an ever rapid pace and are thrilled by it,” Hagel says. “Passionate people are the most agile.”

Once you think about it, engagement is a different aspect of employment from passion. You can feel engaged by your company and the environment and opportunities you find in your work, but not necessarily be passionate about advancing your skills and knowledge.

An engaged person could advance within the company by performing excellently, but not necessarily advance the company the way a passionate person will.

But a passionate person may not necessarily advance in the company hierarchy. Bloomberg cites the Andon Cord on the Toyota assembly line which any line worker can pull to stop the line and gather the workers when there is a problem.

Like Toyota though, a company needs to create an environment and culture in which passion is valued.

The end of the Bloomberg article notes that those in marketing and management were more passionate than those in accounting and customer service, as were those making more than $150,000.

However, the Toyota example shows that it can be cultivated at all levels of an organization. (And, one hopes, at arts salaries.)

Leadership, Management Philosophy, Working In The Arts

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