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Efforts To Reduce Burn Out Are Better With Company

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Joe Patti

There is a fairly extensive article on the Time magazine site about using creative practice to address burnout.  The piece by Jamie Ducharme was titled “I Tried to Cure My Work Burnout. Here’s What Happened.” As readers know, I dislike the prescriptive use of the arts as a cure for physical/mental/social ills so I feared the worse.

Ducharme’s article covers the efforts of the University of Colorado’s School of Medicine’s Colorado Resiliency Arts Lab (CORAL) to do research on relieving people’s burnout. At this time they are generally focusing on healthcare workers in their research.

I was happy to see that the researchers didn’t see themselves as curing burnout as much as building resilience in participants.

But the data suggest one leads to the other: for almost 150 health care providers who joined the study from September 2020 to July 2021, the approach led to small but significant decreases in anxiety, depression, and burnout, according to a 2022 study published in the American Journal of Medicine. If the framework proves effective for people in a wider swath of health care jobs, Moss says CORAL’s approach could feasibly be adopted by burned-out workers in any industry.

What I really appreciated was the finding that it was the social activity, rather than the creative practice alone that lead to the reduction of burnout. This bolsters messaging arts and cultural organizations use regarding sharing experiences with others in a face to face environment. To some extent, the research supports providing more interactive experiences versus passively watching a show or viewing visual art without comment or discussion.

But when I asked Moss and his team if the CORAL curriculum could be distilled into something I, or any individual, could do on my own, I was met with a resounding no. The program’s magic, its facilitators said, is in bringing people together to feel the solidarity and community so often lacking in modern life. People can draw or dance or write or sing on their own, but it likely won’t have the same transformative effect without a human connection.

That’s what Dr. Colin West, who researches physician well-being at the Mayo Clinic, found in 2021, when he published a study on what happened when physicians met up for group discussions over meals. Their burnout symptoms improved, but it wasn’t necessarily the food that made the difference—it was support. “We have so many shared experiences and so many stressors that are in common, and yet physicians will often feel like, Well, I can’t talk to anybody about this,” West says. Bringing people together to share their experiences can help.

Building Public Will For Arts And Culture, creativity, State of the Arts, Working In The Arts

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Leaders I/S/O Organizations Who Know Things Have Changed

by:

Joe Patti

I had a post appear on ArtsHacker today about hiring executive leadership in the context of the social changes which have occurred since the start of the Covid pandemic. My post primarily focuses on a piece Seema Sueko wrote for American Theatre, which I would highly encourage people to read.

Sueko was serving as a field advisor for a search firm specializing in executive searches in the arts and culture field. She discusses how she initially assumed that search firm would work with their clients to identify all the social, political and economic changes that occurred since their last hire, determine how the organization would need to change, and then what qualities the new leadership would need to possess to move the organization in that direction.

Finding out that was not the case, she surveyed 4-5 other search firms that also worked with arts and culture organizations and found they operated in much the same way.

She lays out some great ideas about how organizations can do a better job with leadership hiring. Many of the suggestions would probably please candidates to no end such as the hiring committee going through mock interviews and receiving feedback on how to do a better job.

As I write in my ArtsHacker post, I thought her best idea was one about creating an introductory video of a facilitated conversation about the job:

I recommend that the search firm record a Zoom meeting with the search committee where each committee member introduces themselves, followed by a facilitated conversation about the job opportunity. This video could be shared with all the candidates to level the playing field and capture some of the culture which can’t be conveyed through a written document. Such a video would also have the added benefit of demystifying and humanizing the search committee, which, I propose, will lead to more substantial interviews with candidates.

I am not sure about the current status of hiring for executive roles in arts and culture is at the moment. Readers may know that I changed jobs in November 2022. Around February-March 2023, the very first place I interviewed for when I started my search a year earlier contacted me to say the search had failed, board membership had changed and would I like to interview again.

While this certainly not indicative of the whole industry, I suspect it might not be far off the general environment. A lot of people have chosen to leave the field and hiring committees might be finding it difficult to identify good candidates because they are looking to hire for an environment that no longer exists and candidates are looking to join an organization that has acknowledged the work and change that needs to occur.

N.B. – regarding the post title. With all the social media abbreviations, has the old print classified “in search of -/i/s/o” entirely fallen out of use or do folks use it on dating apps?

Art(ist) Education, Boards, Leadership, State of the Arts, Working In The Arts

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You’re Doing A Great Job, But Standards For Dissatisfaction Have Changed

by:

Joe Patti

Colleen Dilenschneider made a post comparing what factors created dissatisfaction for attendees of cultural events in 2019 vs. 2022. She posted charts for both exhibit and performance based organizations. An important thing to keep in mind is that these are factors that dissatisfied people when they actually attended an event. These aren’t things that non-attendees reported were keeping people away.

Basically on both charts, everything bugs people more. Focusing on performance events, rude patrons and rude staff top the list. Parking issues and access issues (e.g. traffic) also saw a big increase. Cost of admission saw a small increase 2019 to 2022, but cost of everything else related to the experience (presumably food, gas, parking) exploded over 2022.

Phone policy (allowing patrons to use) saw an increase where phone policy (not being able to use) saw a slight decrease. Given slightly more openness to not being able to use your phone, it might be worth making the request since allowing people to use their phones is increasingly annoying people.

Restroom availability, crowding, Hours of Operation (big increase), Cleanliness (also big increase) were all higher in 2022 than 2019. Interestingly, performance quality issues were less of a dissatisfying factor. Length of intermission, which I would have thought was relatively neutral was also created less dissatisfaction in 2022. I assume venues haven’t really tweaked the standard intermission interval so either shows are doing better starting on time, intermissions are more fun, or audiences have made their peace with the 15-20 time period.

Dilenschneider notes that standards have shifted so that even if conditions are much better than before, the perception still might be that the problem is worse. She uses the example of crowding. There may be fewer people in venues and galleries, but the criteria about what constitutes crowded may have shifted where people feel more constricted even if they have much more elbow room.

Similarly, the standard about what constitutes rudeness from patrons and staff may have likewise shifted. Attendees may find your staff to be rude even if you have done a lot of work to be kinder and more considerate after you re-opened from pandemic closures.

Audience Relations, Building Public Will For Arts And Culture, State of the Arts, Working In The Arts

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Sometimes You Are More Creative Without The Brainstorming Session

by:

Joe Patti

Nina Simon may have left museum administration and being an agent of change behind to write books, but she still manages to live and think right on the cusp of things. Today, I receive an article from her substack site where she reflects back on the process of creative collaboration when she was working at a museum versus her interactions with her editor as an author.

She likens the process of working as an author as baton passing. She will send materials to her editor and after some time, the editor sends the materials back with great questions and comments. When she was working in a museum, she was often in a room with many others brainstorming all sorts of ideas in real time.

Reflecting back, she wonders if she may have misused the brainstorming sessions. Was she using them to present ideas or solve problems that she hadn’t properly developed or worked through? Was she similarly demanding answers and ideas from others without providing them sufficient time to contemplate good solutions? She also wondered if used the sessions to insert herself into other people’s projects and exert control over them.

I thought this was great and something to really ponder, but fate doubled down and the second item on my social media feed came from Dan Pink who linked to a Harvard Business Review article that not only said asynchronous work can bolster creativity, but that some of Nina’s instincts were correct.

Studies show that women and people from marginalized communities are given fewer opportunities to speak and are criticized more harshly when they do in a range of synchronous work settings. Consequently, synchronous teams may inhibit women and marginalized people’s expression of new or risky ideas, ultimately making teams less equal and their output less creative

In a study conducted with Baul folk musicians in India, a style that lends itself to both synchronous and asynchronous practice, researchers found that synchronous collaboration could lead to people feeling stifled whereas asynchronous practice could result in greater creativity, despite and probably due to, mistakes practitioners made.

Initial interviews revealed that women singers performing synchronously with men felt constantly “corrected by [their] seniors” and sensed that their fellow musicians “did not stand by [them].” They did not report being offered the “encouragement” and “positive reinforcement” that their men counterparts described receiving from their colleagues.

[…]

We found that women’s performances were rated 17% higher when they recorded asynchronously, and that this effect was driven by the degree of creativity in their singing, based on ratings by experts in Baul folk music. (The experts assigned overall ratings to every track as well as timestamped all creative choices made by the singer.)

This creative freedom when singing alone was further captured in interviews with the experimental subjects. After recording asynchronously, one woman said, “I was completely free. I could sing as I wished. I missed some notes at a place, but then I caught on with it later on. I had complete independence and it felt like I was flying like a bird.” Men’s performances were not significantly different in the two conditions, and thus asynchronicity seems to help women without hurting men.

The coincidence of these two pieces on the same subject coming to my attention today provides a lot to consider.
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Building Public Will For Arts And Culture, creativity, State of the Arts

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Butts In The Seats by Joe Patti is licensed under a Creative Commons Attribution-NonCommercial-NoDerivs 3.0 Unported License.
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