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Teachers Don’t Know From Creative

January 17, 2012

by:

Joe Patti

We all know that arts classes and opportunities have been disappearing from schools at varying rates for decades. It may or may not surprise you to learn that creativity is not encouraged in schools either. While you may have suspected it all along, Alex Tabarrok links to a number of studies from the Marginal Revolution blog.

He cites in one study,

“What the paper shows is that the characteristics that teachers use to describe their favorite student correlate negatively with the characteristics associated with creativity. In addition, although teachers say that they like creative students, teachers also say creative students are “sincere, responsible, good-natured and reliable.” In other words, the teachers don’t know what creative students are actually like.”

As Tabarrok notes, the classroom process is not conducive to impulsive creative expression. Self control is valued in students in order to create an environment for a group to learn in. I would note though that this is not to equate self-control with smothering creativity. Even in self-directed learning environments where students are more in control of the pace and manner of their learning, a degree of self-control is still expected.

It occurs to me that part of the fight to restore arts education to schools needs to include advocating for a learning environment that encourages creativity. Arts people may hold certain assumptions about that arts in education involves cultivating creative expression, but it might not necessarily be so. Everyone probably has a story about a teacher who nearly killed their interest in an artistic discipline.

It may seem like incrementalism in the face of the size of the struggle to get arts education restored, but in the process, it will be important to try to preserve opportunities for creative expression still have left lest they slip away.

Think about it– outside the classroom the only place where a child is still permitted to indulge their screaming anarchist tendencies is on the playground and a lot of schools are doing away with recess. Without recess, there is another moment of a child’s life where they are expected to behave.

Now granted, for all I know kids today may stand around at recess playing on their Nintendo DSes and ignore their screaming anarchist tendencies without any help from their schools and such advocacy is for naught anyway.

My point is that while fighting for the restoration of arts, it is probably important to make teachers aware of what creative students are actually like and provide tools/guidance for dealing with them rather than requiring them to conform to expectations all the time.

Essentially the approach of “Arts offer X, Y, Z to your students. But since you may not provide opportunities in the coming academic year, we will happily help you to recognize the creativity of your students and engage it in your classroom to some degree since these kids are likely the ones you have pegged as disconnected.”

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

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Arts And The Four Year Career

January 16, 2012

by:

Joe Patti

An article recently posted on the Fast Company website talks about how transitory people’s jobs, and increasingly, career paths, are.

“According to recent statistics, the median number of years a U.S. worker has been in his or her current job is just 4.4, down sharply since the 1970s…Statistically, the shortening of the job cycle has been driven by two factors. The first is a marked decline in the “long job”–that is, the traditional 20-year capstone to a career. Simultaneously, there’s been an increase in “churning”– workers well into their thirties who have been at their current job for less than a year. “For some reason I don’t understand, employers seem to value having long-term employees less than they used to,” says Henry Farber, an economist at Princeton”

Given the idea that arts organizations need to be more nimble in the current fast changing environment and that corporate CEOs value creativity in leadership, it made me wonder if arts organizations might not be able to take advantage of this trend by creating mutually beneficial employment situations.

Essentially, if there is going to be a lot of employment churn, the arts might be able to benefit in both the short and long term by making sure a jaunt in the arts is included in a person’s itinerant career path.

Arts organizations experience a fair bit of turn over in their employees. (In fact, I will bet that is what you thought the title of the entry referenced.) It may be worthwhile to hire people without backgrounds specifically in the arts into positions. Since you are probably just as likely to have to replace a person with arts background as someone who doesn’t, you aren’t overly wasting time and resources by hiring and training someone without industry experience.

The potential benefit to the arts organization is introducing some new ideas and practices to the organization. The employee gets a broader experience to add to their hodgepodge resume which may make them more marketable. (Needless to say, the work environment must be such that it accepts the former and confers the latter.)

Of course, as the article mentions, the trick is to separate those who are really driven in their pursuits from the dilettantes. Arts organizations in general aren’t particularly well skilled in those type of human resource practices. It would be worthwhile to have someone on the board with the ability to provide those services in some form, even if you have no intention of ever hiring a person without an arts background.

In the long term it could be helpful if businesses started to identify arts organizations as a good training ground for the skills they seek in employees to the point where it was as de rigueur on a resume as extra curricular activities are on a college application. It also wouldn’t hurt if the experience engendered an appreciation in the arts in the transitory employee that they will carry on to positions creating business or government policy.

Business Models, Leadership, Management Philosophy, New Initiatives

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Desperately Seeking Arts Managers

January 11, 2012

by:

Joe Patti

Artsjournal.com had a link to a story on ArtSeek about the difficulty arts organizations in the greater Dallas-Ft. Worth area were having finding arts managers. A good many positions are going unfilled. The article also cites the example of the NY Philharmonic being turned down by six candidates before finally hiring an Australian.

Now I know some of this is due to the level at which a manager must operate for some organizations. From recent conversations with colleagues, I know that some places have had close to 200 applicants for their director positions. I suspect there may be some applicants for the jobs linked to in the ArtSeek piece but they didn’t approach the minimum criteria for consideration.

But I am reminded of the Building Movement report and Ready to Lead reports I wrote on in 2008, and the Daring to Lead follow up report that came out this past summer.

All three addressed the problems perceived with the lack of mentoring and succession planning in non-profit organizations as well as the reluctance young emerging leaders felt toward assuming executive director positions.

Daring to Lead noted that while executive turnover was a concern, the rate was less than had been expected. Based on that, I assumed the recognition of the problem would be delayed a little while. Perhaps leadership turn over at arts organization has occurred at a greater rate than non-profits as a whole or Texas just has an atypical cluster of vacancies.

Regardless, the ArtSeek story points to the necessity to start to really examine whether the arts industry is sufficiently cultivating the next generation of leaders it needs to sustain its organizations.

Leadership, State of the Arts

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Comes The Curator

January 10, 2012

by:

Joe Patti

While at the Arts Presenters conference, I learned that Wesleyan University has a certificate program in Curatorial Practice in Performance. My first thought was to wonder if there was really that much of a demand for such a program. Then I recalled that many arts organizations have long been consolidating their executive and artistic director positions into one person and that there were likely quite a few people who sought the training originating from this situation alone. People hired for their ability to run the arts organization like a business might find themselves a little anxious about making the correct artistic decisions.

According to the program website, the purpose is:

“…designed so that students can learn to modify and adapt curatorial practices from one discipline to another. ICPP welcomes emerging curators as well as other arts professionals who are interested in time-based art practices in visual art, traditional arts and the performing arts. The emphasis of the program is on the how of curating and focused on developing tools to contextualize performance.”

I was in a session where either Program Director Kristy Edmunds or Managing Director Pamela Tatge, (whomever was sitting behind me) noted that the visual arts have long had curatorial training, but it was lacking in performance disciplines.

In a separate session moderated by Alan Brown on what drives and inhibits our success, Brown noted that presenting arts organizations are becoming increasingly interested in having a curatorial relationship with artists rather than just taking what is offered. Given that most contracts coming across my desk stipulate that the artist has sole control over the artistic content of the show, I wondered if there is going to be a lot of pressure to on that very common contract clause in the future.

Conceivably, if arts organizations take their responsibility to more effectively serve and engage their community to heart, they will have a better sense of what their community will respond to than the artist. I am not talking about pressing artists to tone down edgy elements in the performance to conform to local tastes. Rather I envision a presenter may ask that a particular piece be performed knowing how it will resonate with the history of the location or address an on going concern of the region.

Brown noted that a few performing arts organizations are soliciting requests for proposals (RFQ) from performing artists so that projects more closely conform with what they want to achieve. RFQs from visual artists aren’t uncommon, and Brown says there aren’t a lot of performing arts organizations soliciting, but the fact there are may represent a shift in the approach to residencies. Pam Tatge who was on the panel for this session commented that artist residencies were becoming an intersection of the artist’s goals and presenter’s goals.

It seemed to me that this is something of a compromise between commissioning a piece and hosting an artist for a performance. There is a desire to provide the community a deeper experience than might be derived from attending a performance but not enough resources to direct the creation of a new work. So presenters are seeking artists who can provide additional experiences with specific relevance to the local community. These additional experiences seem to tend toward interaction and working with members of the community and de-emphasize the lecture/demonstration model.

It just occurred to me that another one of the underlying themes of the conference seemed to be the blurring of distinct roles. In addition to a session specifically about cross-discipline performance curation, there were two different sessions on the dissolving boundaries between agent, manager and producer with people taking on the functions of all three in various situations.

Those were just the sessions specifically dedicated to this idea. Just as the topic of cross-discipline curation came up in a separate session I attended, I am sure the topic permeated other conversations.

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

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