Go To Conferences For The Coffee Breaks

by:

Joe Patti

Last week Kacy O’Brien discussed an alternative model for conferences on HowlRound. She describes the Open Space Technology conference model as the coffee break segment of a conference, except that it occurs all day. The coffee break being the part of a conference where all the valuable connections and discussions occur.

O’Brien confesses her initial skepticism:

“Now, I’m a concrete, practical kind of person, so when I learned that an Open Space Technology conference means there are no speakers, there is no agenda, that breakout sessions are determined by participants the day of the conference, I laughed a derisive little laugh and said, “There is no way this will ever work.”

And talks about the guiding principles of Open Space Technology

There are a few guiding open space principles:

The people who are there that day are the right people to be there. Subtext: You’ve made the time to be here so you’re passionate about this.

​The rule of two feet: If you are no longer getting anything out of a breakout session or no longer contributing to the discussion, get up and walk away—move on to something else. Subtext: Only the most engaged people will be participating in a conversation at any given time.

Whenever something happens is the right time for it to happen. Subtext: An idea will succeed only when there is enough energy, time and passion behind it—don’t force it.

Ultimately, she seems impressed by the format and is happy to admit she was wrong about it being a viable method.

She mentions that she decided to lead a session and was prepared to heed “The rule of two feet” when it appeared no one was going to show up. But a few more people did join her break out and within a short time she had four action items she would have never devised on her own and the names of interested parties who could advise her, if not provide direct assistance with her project.

I was intrigued and excited by Kacy O’Brien’s description because she was describing the type of conference I would be interested in attending. But, to my chagrin, I am preparing my first session for a national conference and so it is sort of in my interest to have a more formalized structure.

Though to be honest, I wouldn’t be opposed to the model O’Brien describes. There really isn’t any difference in the end results of having an empty break out session regardless of what model the conference is using.

However, in the case of the session I proposed, there are two people participating as speakers who would not otherwise been attending the conference. I am not so proud that I can’t admit that their contribution could possibly be more valuable than my own. It is not likely I could have organized as high quality a session on the fly with those in attendance at the conference.

It also struck me that it would be problematic to use this model at a large national conference due to the difficulty of communicating the topic and location of all the break outs. While the information could be disseminated on social media, not everyone has the tools to receive that information equally. There is already a certain level of stratification among arts organizations and this could result in a further increase.

Though anyone who has participated in a successful Open Space conference involving thousands of attendees, please share your insights. I wouldn’t doubt that it could be done with proper preparation, I am just not able to imagine how to satisfactorily perform all the operational details.

Separating Governance and Operations

by:

Joe Patti

Last month Non-Profit Quarterly addressed a timely topic I found extremely interesting: In a time when so many non-profits are being formed, but haven’t grown to the point of having a staff, how do you separate the governance and operational roles of a board?

If the organization has any ambitions of growing to the point where it will have a staff, making that separation early on will help avoid having the staff feel second guessed on everything by a board that has a hard time relinquishing those decisions.

As the author, Mitch Dorger, notes, it is easy to focus on operational decisions because the results are more visible and immediate than that of longer term governance decisions. So even if the organization never intends to have a staff, it is easy for the board to get bogged down in operational discussions.

Dorger admits he wasn’t quite sure how a board only organization could effectively keep that separation so he posed the question to an online forum. There were five basic responses he received including, having distinct governance and operational committees and even distinct boards.

Another “specific suggestion was that the vice president, treasurer, and secretary would oversee operational matters while the president and any remaining directors would focus their attention on governance issues. (Of course, all officers would participate in all governance discussions.)”

I liked this one because it actively utilized and made relevant the vice president role.

The final suggestion advocated an examination of the “whole nature of board committees” and abandon the “traditional committees that boards use and reorganizing into three new committees: operations oversight, organizational development, and organizational future.” Another rather intriguing idea.

The Philanthropic Second Date

by:

Joe Patti

Simone Joyaux recently posted her The Donor-Centric Pledge on Non-Profit Quarterly. There are about 23 statements against which you can measure your organization’s practices.

A good many are likely to lead to extended conversations. There were a couple that caught my eye about first time giving that I wanted to address.

10. Many first-time gifts are no more than “impulse purchases” or “first dates.”
11. We’ll have to work harder for the second gift than we did for the first.
18. Asking a donor why she or he gave a first gift to us will likely lead to an amazingly revealing conversation.

Number 10 about first time gifts being an impulse purchase struck me as likely to comprise a much greater percentage of giving than in the past. If giving via cell phone and Kickstarter-like campaigns continues to grow, it is likely that donating will become more of an impulse rather than habitual practice.

Even people who have been reliable annual givers may find themselves possessed of a much greater awareness of interesting opportunities than in the past and start to shift their giving elsewhere.

So statement 11 about having to work harder to get the second gift may actually start to apply to the 12th gift in some cases.

Number 18 provides a portion of the roadmap to avoiding losing donors by focusing on what has motivated them to give. It is pretty much another version of the suggestion I made in my post yesterday about finding out what motivates people to participate in an arts activity.

Even though we probably don’t want to actively acknowledge it, perhaps what should be added to Joyaux’s list is the understanding that a donor’s interests and motivations shift over time. After a decade of giving, they have changed as people. If you have cultivated a close relationship over that long a period, it a separation can be painful.

But their shift in priorities may not be a reflection on the value of your organization, especially if you have been engaged in donor and audience -centric practices.

Are You Now Or Have You Ever Been Creative?

by:

Joe Patti

There was an article on Salon this weekend which noted that while people in creative fields are facing increasingly difficult times, the amount of literature/media celebrating creativity continues to increase. The author basically concludes that the idea of creativity is valued, but society doesn’t really actively seeks out and support creatives.

He says the same basic examples are recycled over and over again to illustrate how beneficial creativity is to the economy, but there isn’t an expanding effort toward cultivating creatives.

It is the story of brilliant people, often in the arts or humanities, who are studied by other brilliant people, often in the sciences, finance, or marketing. The readership is made up of us — members of the professional-managerial class — each of whom harbors a powerful suspicion that he or she is pretty brilliant as well…the real subject of this literature was the professional-managerial audience itself, whose members hear clear, sweet reason when they listen to NPR and think they’re in the presence of something profound when they watch some billionaire give a TED talk. And what this complacent literature purrs into their ears is that creativity is their property, their competitive advantage, their class virtue. Creativity is what they bring to the national economic effort, these books reassure them — and it’s also the benevolent doctrine under which they rightly rule the world.

This reinforces the uneasiness I felt when I learned the National Endowment for the Arts decided to expand their definition of participation in arts activity to include viewing/listening to recordings and broadcasts. Suddenly 74% of adults were participants.

I support the idea that the survey should acknowledge that technology was a valid way to interact with the arts, but I was still left asking, “So what?”

That 74% was twice the number who reported having attended an arts event. That means that 38%+ did not view themselves as having participated in an arts activity.

Even if you went and told them, “Hey, that thing you do? It is participating in an arts activity,” they basically didn’t have to make an effort to change their lifestyle in order to continue being counted as a participant.

Those who cared about being considered a participant gained a measure of satisfaction they didn’t have and those who didn’t care could just live on.

Since that initial study came out in 2008, there hasn’t really been any initiative to encourage people to up their game and be more of an active participant.

I am not talking about fulfilling the self-interest of arts organizations to get people through their doors. That portion of the study didn’t really change anything for arts organizations. They knew long before then that people were watching broadcasts and listening to recordings and doing other things rather than attending and it was going to be necessary for arts organizations to change their approach.

There hasn’t been strong effort to say, what you are doing is considered participation, now try picking up a guitar, writing poems and short stories, sketching the clouds.

I don’t discount the possibility that people are already quietly doing this. Perhaps the next NEA survey should ask if listening and watching broadcasts and recordings has lead to further exploration through taking a class, experimenting with Photoshop, keeping a journal, etc,.

The very act of asking that question might reinforce the idea that creative efforts should be valued better than a series of television and print ads encouraging people to get up and paint in the manner of exercise campaigns.

In the past I have advocated asking people what they liked about their last arts experience when you encounter them at supermarket check out line or at dinner parties. It occurs to me we should add asking if people do any acting, singing, dancing, painting, writing, etc., themselves to introduce the idea there is value in self-improvement and education.

While the Salon article takes a fairly cynical tone about feeling self-important after reading a book on creativity or watching a TED talk, it is true that creativity can’t be achieved through passivity. Quiet time is certainly helpful, but the creative process is active, full of mistakes, risk, disappointments and blisters as well as the sublime.