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Arts Management in Turbulent Times Adaptable Quality Management Navigating the Arts Through the Winds of Change 2 3

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Arts Management in Turbulent Times Adaptable Quality Management Navigating the Arts Through the Winds of Change 2 3 1 Arts management in turbulent times Adaptable Quality Management Navigating the arts through the winds of change 2 3 Milena Dragićević Šešić / Sanjin Dragojević Arts management in turbulent times Adaptable Quality Management Navigating the arts through the winds of change Amsterdam, 2005 European Cultural Foundation Boekmanstudies 4 5 Colophon © Milena Dragićević Šešić, Sanjin Dragojević European Cultural Foundation Jan van Goyenkade 5 NL - 1075 HN Amsterdam tel. +31-(0)20-573 38 68 [email protected] www.eurocult.org Excellence Boekmanstudies Herengracht 415 NL - 1017 BP Amsterdam tel. +31-(0)20-624 37 36 [email protected] is power; www.boekman.nl Translated from Serbian and Croatian by: Vladimir Ivir Edited by: Ineke van Hamersveld and Cathy Brickwood English editing by: Esther Banev and Francis Garcia it is identity Readywriters.co.uk Final editing and production by: Ineke van Hamersveld Boekman Foundation Word processing by: Elly Andrea, Marianne Barnier, Mies van Splunter Design cover and lay out by: Ontwerpbureau B2B, Maastricht (the Netherlands) 1 Printed by: Hooiberg, Epe (the Netherlands) Asef Bayat All rights reserved No part of the material protected by this copyright may be reproduced or utilized in any form or by any means, elec- tronic or mechanical, including photocopying, recording or by any information storage and retrieval system, without written permission from the copyright owners. ISBN-10: 9066500832 ISBN-13: 9789066500839 Arts management in turbulent times: Adaptable Quality Management: navigating the arts through the winds of change is a commission of the European Cultural Foundation. 1 Asef Bayat is Academic Director of the International Institute for the Study of Islam in the Modern world (ISIM); he occupies the ISIM Chair at Leiden University, the Netherlands. 6 7 Contents Part 2: Part 3: 68 Case study 05: Diagram of information channels 11 Foreword 34 Defining the programmes of 48 Organisational development 71 Functional strategic analysis (FSA) Navigating the arts through organisational development in 72 Strategic analysis: SWOT the winds of change turbulent circumstances 49 Organisational development as a 72 Internal analysis (SW analysis) Odile Chenal and process 73 External analysis: strategic Philipp Dietachmair, 35 Objectives and priorities 50 Capacity building: definition of the analysis of the environment European Cultural Foundation 37 Stages in the defining and concept and scope of action (OT analysis) implementation of programmes 50 The public vs the non-profit sector 74 Case study 06: An analytical 15 Introduction 37 First stage: initial idea and 51 Models of institutional behaviour SWOT table Responses to crisis programme design 54 Capacity building in transitional 76 The mapping and positioning 15 Arts management as a panacea 40 Second stage: practical realisation countries method: art field map and map of 16 Developing a methodological of the programme: self- 57 The process of capacity building institutional positioning framework evaluation and organisational diag- 57 Self-evaluation and organisational 77 Case study 07: Art field map 17 A compromise of objectives nosis diagnosis of institutions and (socio-cultural cycle) 40 Third stage: preparation of the organisations 78 Case study 08: Map of institutional Part 1: strategic plan as the key element 58 Individual and team self-analysis: positioning in relevant geographi- of organisational development definition of the ‘formula’ of mana- cal area 20 The global socio-cultural (project learning) gerial abilities 81 Capacity building as a process of context 41 Fourth stage: implementation of 59 Case study 01: Formula of stabilisation strategic plans managerial abilities 21 A need for cultural intelligence 41 Fifth stage: mid-project evalua- 60 The genealogical diagnosis of the Part 4: 22 ‘Cultural gaps’ tion and further development of organisation: identification of the 22 Survival in a global cultural market the educational components of the present stage of the organisation’s 82 Strategic planning: a step into 23 Key models of cultural policy programme life cycle: drawing chronological the future 25 Democratisation of culture vs 42 Sixth stage: development through maps cultural democracy education (implementing additional 60 Case study 02: Chronological 84 The value of strategic planning in 25 Cultural context in regions of activities) maps turbulent environments unrest 43 Seventh stage: critical analysis of 62 The analysis of the organisational 85 Conditions for preparing a 28 Reasons for crisis in the cultural the implementation of the strategic structure and channels of commu- strategic plan system plan and of the achieved level of nication: organisation chart 86 Predicting future scenarios for the 30 South East Europe as a turbulent organisational excellence 62 Case study 03: The analysis of relevant environments (region/ region: what is the rationale of 43 Eighth stage: public the organisational structure state/city…) Europe’s intervention in regional presentation 64 Analysing the decision-making 86 Questions to be answered by cultural situations weighed down 44 Ninth stage: programme process and delegation of respon- future scenarios by wars and crises? completion and final evaluation sibility 87 By way of an example: four scenar- 30 Variety of forms of disintegration in 45 Methods of design and implemen- 65 Case study 04: The matrix of the ios for the SEE region the cultural system tation of programme instruments decision-making process 89 Choosing a strategy 31 Frameworks for future 47 Programme development as 67 Analysis of information channels: 90 Programming and organisational cooperation navigation information flow chart competitive strategies 32 Towards a procedural and methodological framework 8 9 92 Quality achievement strategies 114 Fundraising and lobbying 152 Entrepreneurial organisation: 167 ‘Cultural quality’ and programme 93 Strategies of linkage 117 Collections as a strategic resource a workshop relevance 95 Strategies to engage the public 118 Development of public relations 153 The trend-setting organisation: 169 An innovative approach to 96 Strategies to secure sustainability and the organisation’s identity a studio of new trends, a novelty programmes and methods of 98 ‘Sunsetting’: the exit strategy 119 Organisational culture seed bed their realisation (new formats 98 Other classifications of strategies 120 Public relations and target groups 154 The earning organisation: a stock of activities) 99 The importance of cross-linking 122 Marketing concept and strategy exchange of marketing ideas 170 Success in knowledge transfer strategies 126 The budget plan 157 The need for complementary 172 Degree of self-sustainability 100 Preparing the strategic plan: 127 Strategic evaluation of the pro- philosophies of development 173 Attitude towards current cultural the descriptive section and gramme policy strategic tables 131 Evaluation of the achieved level of Part 6: 174 Advocacy of cultural pluralism 101 Descriptive section organisational development 176 Achieved level of accessibility and 101 Development scenarios: vision, 136 Control and monitoring 158 The AQM approach: Adaptable participation mission and goals 137 Combined presentation: strategic Quality Management in turbu- 177 Effectiveness outside the focal 103 Case study 09: Defining possible tables 9-11 lent circumstances point of activity (effects of decen- development scenarios 138 Operation plan (multi-year) tralisation) 104 Relationship between programme 140 Time-cost table (year-by-year 159 Characteristics of Adaptable 179 Macro-regional and international and organisation breakdown) Quality Management (AQM) cooperation 106 Aspects of strategic plans: 142 Summary of the strategic plan 160 Cyclical methods of development 181 Towards a centre of excellence strategic tables 1-8 143 The benefits of strategic planning 160 Systematising good organisational 183 Conclusion 106 Selection of appropriate strategies in brief practices 106 The elaboration of the strategy 161 Strategic plan monitoring: the Artistic contributions through programmes (an example Part 5: means and procedures for finding of partnership) new systematic solutions 184 Who profits from art, and who 108 Human resource development plan 146 Developmental philosophies of 161 Defining the radiant focus of crea- makes an honest gain from it and the education policy of the art organisations tivity: asymmetrical and flexible by Raša Todosijević organisation organisational structure 109 Parameters for preparing a human 148 The organisation that generates 162 Non-autocratic leadership: transfer 194 Variable Risk Landscape resource plan and discovers things: a laboratory of elements of managerial func- by Dalibor Martinis 109 Preparing a plan of educational 149 The activist organisation: tions to collaborators development a meeting ground of ideas 163 Flexibility in management: 112 Volunteers and friends of the insti- 149 The learning organisation: preventing staff ‘burnout’ 197 Bibliography tution a learning ground 163 Long-term parameters and 113 Material resource planning: infor- 151 The organisation that creates adaptable criteria and indicators 201 Acknowledgements mation, space, technical facilities, knowledge: a research ground of development finances 163 Defining the parameters of 205 Note on the authors 114 The need for databases and a excellence website 164 Judging aesthetic excellence 166 The organisation’s contribution to stimulating creativity 10 11 Foreword Navigating the arts through
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