Will We Pay A High Price For Our Neglect?

by:

Joe Patti

(Sorry about the late posting. I had some issues with inserting images.)

The last couple weeks I have been in China on vacation. I will be writing about my trip on and off for the next couple weeks as I am able to sort out my notes.

A friend invited me to join her in accompanying her father as he returned to his hometown near Tianmu Lake to celebrate his 90th birthday. While we were in the area, we visited the site of a Buddhist temple complex being built nearby. With the support of the local and central government, the temple, surrounding access roads, dormitories and other buildings have been constructed very quickly.

Great Awakening Buddhist Temple, Yixing, Jiangsu Province, China
Great Awakening Buddhist Temple, Yixing, Jiangsu Province, China

My friend noted that the government was very happy to have the temple there because the head monk had fled to Taiwan during the Cultural Revolution but had agreed to return.  The fact that the temple will attract the monk’s predominantly Taiwanese followers probably factors well into the central government’s long term goals to remove relationship barriers with Taiwan. Apparently not long before we visited there was a large pilgrimage/gathering of about 40,000 people.

While we were there, my friend made a comment that China had made a mistake in rejecting its culture and alienating/persecuting the practitioners and scholars and now was paying a large price to get it back.

That comment got me thinking about about cultural policy in the United States and whether the country might be in a position at some time in the future of paying a high price to reclaim what it has rejected/neglected.

China’s 5000 years of history gets mentioned so often by Chinese that it is almost a meme. Except that it pre-dates memes, so I guess along with everything else, China also invented memes.

In that context of such a long history, it can seem horrifying that a country would decide it needed to essentially reject 5000 years of culture in order to advance. Granted, this is a gross simplification of a tumultuous time, but was encapsulated during the Cultural Revolution by the call to destroy the “Four Olds” – Old Customs, Old Culture, Old Habits, and Old Ideas.

Actually, though it had never been done to such an extreme degree as the Cultural Revolution, destruction of literature and killing of scholars is  part of China’s 5000 years of history and culture. The very first emperor burned books he considered subversive and purported buried 460 scholars alive (the latter which may have been a bit of revisionist propaganda written 100 years later).

The Cultural Revolution sought to replace old art, culture and literature with proper, approved material that included everything from new songs, plays, names and architecture. However, 5000 years of culture doesn’t go quietly and easily. Just as every conqueror of China ended up being assimilated into the culture rather than importing their own, the country’s cultural heritage appears to be reasserting its presence and influence.

So contrast that with the United States. Instead of actively trying to destroy our own arts and culture, there seems to be more of an attitude of neglect. There is a sentiment that arts/literature/cultural careers aren’t worthwhile. There is a belief that the arts have no value in ones life. (Possibly attributable to the fact people don’t perceive themselves as having the ability to participate and create.)

We have probably all heard the idea that the opposite of love isn’t hate, but indifference. In this context, I wonder if the philosophical approach to arts in the US may ultimately prove more destructive than the active rejection that occurred in the Cultural Revolution. While it may have been dialectical and replete with propaganda, the Cultural Revolution at least recognized the need to continue to create works of art and literature.

Of course, it is often noted that there is no lack of literature, art and culture being created every day in the United States on social media channels, Hollywood, bedrooms and backyards. Just because it may not match the classical definition of art with which we are comfortable and accustomed and just because it is difficult to make a living practicing it doesn’t mean there aren’t more opportunities than ever to generate it.

Going back to my original question, does the current activity represent authentic expression of our culture or will we regret neglecting/rejecting things 40 years down the road and end up paying a high price to reclaim those things?

Is the Cultural Revolution idea that the old is not appropriate for the future any less of a utilitarian view of art than the expectation that arts organizations need to be self supporting?

A book could be written on the subject and not come to a satisfying conclusion so this blog post sure as heck isn’t going to resolve even a fraction of the factors and forces that need to be taken into consideration.

We so often compare the arts and culture in the US to Europe, it may be worthwhile to make an effort to ponder the same questions in relation to the longer history and culture of Asia.

You Probably Don’t Know Just How Good You Are

by:

Joe Patti

Over the years I have read a lot by Peter Drucker on his ideas about leadership and organizational management. I would probably do well to go back and think on what has said again.

With that in mind, I wanted to draw attention back to an entry I wrote about his short essay, Managing Oneself. If you have to choose between them, read Drucker’s piece.

One of the things he says is that people often don’t really know what their strengths and weaknesses really are. The first step one often needs to take is to discover these things for themselves.

As I wrote in my entry a number of years ago,

“Drucker gives a number of interesting examples of how men like Patton, JFK, Eisenhower and Churchill were hampered by situations which emphasized their weaker areas.”

Many tests, especially those administered in schools, measure our skills according to a very narrowly defined set of standards that may not have any relevance to our post-graduate lives.

Knowing that, it really is often incumbent upon ourselves to discover what we are good at, how and in what situations we work best, what our values are and how we can contribute. Managing Oneself strives to teach you how to do just that.

Cleaving The Executive Director In Twain

by:

Joe Patti

In plumbing the old archives to find some entries that might stand the test of time, I found an entry where I cited a suggestion made by The Non-Profiteer that social service non-profits follow the example of arts organization leadership structure.

What she was praising was the practice of having an executive and artistic director focused on different aspects of the organization’s activities. The thing was, even at that time arts organizations were moving in the opposite direction consolidating leadership under a single person in order to save money.

Reading The Non-Profiteer’s post, she presents an argument against using overhead as a measure of effectiveness years before it was the topic of conversation it is today.

Wouldn’t social service agencies operate better with someone at the helm whose expertise was effective service to clients and someone at the rudder whose expertise was squeezing every dime til it shrieked? These are not identical skills–they’re not even complementary–and for charities to insist on combining them into a unitary Executive Director means one part of what they need done will almost inevitably be done badly.

And if donors are serious about wanting to see rigorous metrics of charities’ effectiveness, they’ll recognize that it takes two: one leader to innovate, experiment and rethink client services and another to measure, evaluate and assess the results.

Since evaluation of organizational effectiveness is shifting toward outcomes over time, ensuring the organization is adhering to their planned arc of progress and collecting requisite data will require an investment of greater attention.

Think about your arts organization, are the top executive(s) able to provide the appropriate leadership to accomplish both the programmatic and administrative goals? Are the top people in charge of these areas invested with appropriate authority to accomplish these things? (In other words, does the program manager really need to be at least a director or vice-president?)

Return To The Valley of Intrinsic Impact

by:

Joe Patti

A few weeks ago, I wrote about the important thoughts Carter Gillies had about the concept of the intrinsic value of the arts.

In light of that, I wanted to look back at where the idea of intrinsic value of the arts all began. Well, at least for me.

The first attempt to measure the intrinsic value of the arts I was aware of was a study by WolfBrown on behalf of the Major University Presenters consortium.  I wrote about WolfBrown’s presentation of the study results, Assessing the Intrinsic Impacts of a Live Performance at the Arts Presenters conference back in 2008.

In writing about the report at that time, I related the concerns expressed by then president of Arts Presenters, Lisa Booth,

And while she was glad that there was a new metric of success being developed that wasn’t based in dollars or butts in seats, she was also concerned that in the eagerness to justify the value of the arts in some quantifiable way, the arts community was trying to measure what can not be measured.

This last bit was very interesting to me because Lisa Booth seemed to recognize the inevitable if these measures became widely used. If foundations and governments start basing their funding on the intrinsic value a performance has for a community, arts organizations will probably try to measure everything imaginable to show all the levels on which a performance meets funding agendas. Just as the arts aren’t well served by showing economic impact, they probably will be equally ill-advised to create numeric values for changes in things like self-actualization, captivation, social comfort level and questions raised.

I am not sure if it is fortunate or unfortunate that funders aren’t focused on improvements in intrinsic value measures.

If you want a quick primer of WolfBrown’s process and how they define things like readiness to receive, self-actualization, captivation and social comfort level, you can take a look at the website they have created for the intrinsic impact portion of their consultant work. (It looks like they have refined some of their terminology in the last 8 years.)

In terms of whether one can accurately assess any of these things so that it results in a meaningful measure of intrinsic impact, I don’t know. Even if it does, it is likely to lack the relevance to policy makers and others who are not involved and invested in the arts that Carter talks about.

What I do think their process does is get closer to bridging the communication gap between why arts people like the arts and those who don’t see any value in the arts. When you are having conversations with people where you are paying attention to things like Emotional Resonance, Captivation, Intellectual Stimulation and Social Bonding, you can start to find common language that communicates value beyond economic stimulus and cognitive development.