Kolumnentitel 1 CULTURE IN AN AGE OF UNCERTAINTY THE VALUE OF CULTURAL RELATIONS IN SOCIETIES IN TRANSITION 2 Foreword 1 FOREWORD Page 1 EXECUTIVE SUMMARY Page 2 INTRODUCTION Page 5 BACKGROUND AND DEFINITIONS: WHAT ARE CULTURAL RELATIONS? Page 6 METHODOLOGY: A FRAMEWORK FOR ANALYSING THE IMPACT OF This is a time of political and cultural upheaval. Globalisation Viewing the value of cultural relations in terms of numbers and has brought many advantages, but also created challenges. The league tables misses the richness of how they work in practice. CULTURAL RELATIONS international order has been shaken, and the trend towards A more sophisticated approach is needed. Page 9 internationalism met with a resurgent populism. Western coun- Cultural relations are the business of the Goethe-Institut and the tries have seen a series of electoral surprises. Events elsewhere, British Council. We are united in our belief in the importance CONTEXT: AN ANALYSIS OF from Russian foreign policy to unrest and mass migration in of such activities. Recognising this importance, the two organisa- the Middle East and North Africa, are having knock-on effects. CULTURAL RELATIONS IN SOCIETIES tions have jointly commissioned research into the value of Yet certain fundamentals will continue to hold true. IN TRANSITION cultural relations and their impact on societies in transition. This Page 17 Whatever happens with Brexit, for example, the long-standing is especially important given the instability affecting countries relationship between the UK and Germany – based on closely close to Europe, the impact of this on societies within Europe, and FINDINGS: THE VALUE OF aligned values and interests – should remain strong. The need for the need to make the case for cultural relations in challenging CULTURAL RELATIONS both countries to engage constructively with societies beyond funding environments. The results of this project, and of the close their borders will continue to be vital. With many of those socie- collaboration between the Goethe-Institut and the British Page 20 ties experiencing instability, finding the best mutually bene - Council, will be of particular relevance as Germany and the UK ficial ways to engage with them will matter more than ever. strengthen their ties with their neighbours as well as with each CONCLUSION: IMPLICATIONS FOR And culture will still have a crucial role to play. other. PRACTITIONERS AND POLICYMAKERS Cultural relations – mutual international engagement through Whatever the relationship between the UK and its friends in Page 26 culture and civil society – are one way of forging such mutually Europe after Brexit, we will continue to find our values and beneficial engagement. They are understood to build enduring interests strongly aligned. We will continue to co-operate References, Imprint ties of friendly understanding between peoples. As global inti mately across a range of issues and regions. Cultural relations Page 28 challenges become increasingly trans-national, and other forms – particularly in countries in transition – will be one important of international relations appear less effective at meeting area. It is hoped that this close collaboration between the them, cultural relations could make an increasingly important Goethe-Institut and the British Council will play a small but contribution. valuable part in that vital joint endeavour. This raises tough questions: How effective are cultural relations? Can their value be measured, without over-simplification, and how? How can they best support sustainable change in societies under pressure? These questions are notoriously hard to answer. The very nature of cultural relations – as a long-term effort to produce the powerful but intangible result of goodwill – makes Johannes Ebert Sir Ciarán Devane their evaluation challenging. Munich, November 2018 London, November 2018 2 Executive summary 3 CULTURAL RELATIONS IN SOCIETIES IN TRANSITION hierarchies. A cascade model, that involves cascading knowledge EXECUTIVE SUMMARY Cultural relations may not reduce conflicts directly, but and skills via peer-to-peer support, can boost projects’ impact can contribute to doing so by: yet may leave some participants behind. In practice these models overlap but knowing their strengths and weaknesses can help ∙ Improving dialogue between different people, practitioners adapt their projects for particular contexts. regions, and countries ∙ Offering safe spaces for culture IMPLICATIONS ∙ Strengthening civil society organisations and The British Council and the Goethe-Institut welcome these independent cultural sectors findings. Policymakers can sometimes be sceptical of the value ∙ Addressing conflict rather than avoiding it, and The value of cultural relations in Egypt and Ukraine was analysed of cultural interventions, due to the challenges of measuring thereby managing tensions between, for example, using an innovative methodology. Case-studies of cultural their impact. This nuanced but rigorous examination of the value independent and state actors relations projects and surveys among cultural stake holders pro- of cultural relations in societies in transition should give ∙ Having a highly symbolic value simply by their vided valuable insights about the value cultural relations further impetus to the culture, education, security and foreign visible presence organisations provide, where they can improve, and the challenges policy communities to grasp more fully how cultural relations they face. The conclusions of the research, summarised in this can contribute to wider foreign policy objectives. Dialogue can result in deeper trust yet does not resolve conflict report, are as follows. unless properly managed. A ‘dialogue between cultures’ may work best if cultural relations organisations have an ingrained THE VALUE OF CULTURAL RELATIONS ‘culture of dialogue’. They can then support productive dialogue Cultural relations create value. Yet this value is a matter of between groups within states and with the states themselves. perspective. The research found that the value of cultural relations Managing these relationships is a difficult diplomatic dance. is often perceived quite differently by beneficiaries. The following Legacy cultural relations organisations struggle to maintain benefits were particularly appreciated: visibility in an increasingly competitive field. Greater visibility ∙ Better dialogue between peoples, countries, and cultures is desired by many cultural actors, while invisibility can be a ∙ Greater engagement with overseas publics, enhanced bonus for activists at risk from the state. Knowing when and how connectivity, better outreach to make people or artworks visible requires the utmost tact ∙ The acquisition of new skills and understanding of the local political context. ∙ Networking opportunities Cultural relations organisations in societies in transition should: ∙ Funding ∙ Display high levels of creativity, flexibility, diplomacy, However, cultural relations organisations should communicate and awareness of their historic context their goals clearly, and manage expectations across cultural ∙ Take into account cross-generational dynamics in boundaries to avoid raising false hopes. They should consider societies undergoing demographic transition how best to agree on their mutual interests with local partners, ∙ Engage all the key actors with the potential to help particularly in political environments not conducive to their prevent conflict, rather than working with a narrow activities. When projects are locally inspired and led, value is band of insiders or ‘usual suspects’ maximised for users. Financial stability is necessary for civil ∙ Address controversy, not avoid it, but balance reaching society organisations, and it is important to avoid creating new audiences and challenging world views with unrealistic funding expectations. Providing follow-up support respecting local sensibilities and adapting creatively to and also ensuring the sustainability of newly established the contexts in which they operate networks increases the value cultural relations activities can provide. Crucially, cultural relations organisations must address The research identified three different models of cultural relations perceptions that they may be exclusive in the types of benefi- activities. Mobilising networks of ‘influencers’ and intermediaries ciaries and local partners they work with. Finally, mutuality and can be a highly effective approach in a digital world. Yet this reciprocity towards partners and beneficiaries, but also local network model may lead to conflicts of interest. Partnerships staff, is an essential aspect of successful cultural exchange, while with local institutions are more sustainable. On the other hand, clarifying the terms of engagement can be critical to success. this diffusion model may unwittingly support entrenched 4 Kolumnentitel 5 INTRODUCTION This report summarises the results of a joint research project commissioned by the British Council and the Goethe-Institut and considers their implications. It aims to give a better understand- ing of the impact and value of cultural relations. In particular, it looks at how cultural relations can support societies experiencing substantial change. Together, the British Council and the Goethe-Institut wanted to examine the ways in which cultural relations work, the conditions where they can provide most value, and the different types of value that come with different types of cultural relations activities.