And Now, A Word About Social Networking

Interesting notes from social media researcher danah boyd (she seems to prefer lower case letters) from her presentation to Microsoft researchers last month. While many businesses in the arts and elsewhere are seeking tactics and strategies for using social media, Ms. Boyd is exploring the intersection of these technologies with the core dynamics of human interaction.

In these comments, she traces the past, present, and future of social media systems (like Facebook, MySpace, and the like), and she highlights three dynamics that are emerging as a result of their use. Says she:

1. Invisible Audiences. We are used to being able to assess the people around us when we’re speaking. We adjust what we’re saying to account for the audience. Social media introduces all sorts of invisible audiences. There are lurkers who are present at the moment but whom we cannot see, but there are also visitors who access our content at a later date or in a different environment than where we first produced them. As a result, we are having to present ourselves and communicate without fully understanding the potential or actual audience. The potential invisible audiences can be stifling. Of course, there’s plenty of room to put your head in the sand and pretend like those people don’t really exist.
2. Collapsed Contexts. Connected to this is the collapsing of contexts. In choosing what to say when, we account for both the audience and the context more generally. Some behaviors are appropriate in one context but not another, in front of one audience but not others. Social media brings all of these contexts crashing into one another and it’s often difficult to figure out what’s appropriate, let alone what can be understood.
3. Blurring of Public and Private. Finally, there’s the blurring of public and private. These distinctions are normally structured around audience and context with certain places or conversations being “public” or “private.” These distinctions are much harder to manage when you have to contend with the shifts in how the environment is organized.

Useful stuff, whether you’ve dived into Facebook as an individual or an organization, or you’re noticing that your audience is already in the pool.

Andrew Taylor
The Artful Manager

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Context is Everything

In the visual art equivalent of the much-blogged-about Joshua Bell in the subway experiment, a Belgian arts channel placed an influential contemporary painter out of context to see who would take note. How many stopped to watch Luc Tuymans painting? About four percent.

It’s a bit of a rigged experiment in both cases, as commuters and street-wanderers often have something else on their minds. But it underscores the importance of context, place, and focus to so much artistic work. It also makes me wonder what would happen if both Bell and Tuymans had some training from an accomplished busker (which, perhaps, is a good way of describing the arts administrator’s role in the system).

Andrew Taylor
The Artful Manager

The State of Professional Arts Organizations

During the recent Association of Arts Administration Educators conference here in Madison, the increasing proficiency and professionalism around our collective conversation was both a source of pride, and a cause for pause. As a field of educators, researching and teaching cultural management and leadership, we’re clearly growing in reflection, connections, and success. But what if we’re doing so at a time when the profession, as we’ve defined it, is changing rapidly? What if we’re all getting increasingly proficient at a decreasingly relevant part of the ecosystem?

Consider, for example, the three-word phrase that often crops up at such conferences: ”professional arts organization.” This phrase captures, in shorthand, the specific category of cultural endeavor we tend to be discussing. Professional arts organizations require professional management, aesthetic integrity, curatorial control, and stable but responsive structures to hold them together while moving their mission forward. These are the standards that drive our teaching and learning about the field.
But each of those three words — ”professional,” ”arts,” and ”organization” — is in radical flux at the moment. That suggests that a phrase (and an assumption) combining all three could mean less and less in shorthand form.

This concern may come from my current reading matter, Clay Shirky’s new book Here Comes Everybody, about the increasing opportunities for collective action without traditional organizational structures — think Flickr or Wikipedia or iStockPhoto. But there’s something rumbling in the world that questions our basic assumptions about arts and cultural management. Let’s take a look at each word in the phrase, in reverse order:

· Organization
The formal organization (social, commercial, political, etc.) evolved in response to a set of structural barriers to collective action. Work that required more than one or a few people to complete — highway systems, national defense, mass-produced goods, save-the-spotted-owl initiatives, performing arts touring networks, museums — created large problems of coordination, alignment of resources (enough money in one place under one decision system), and high transaction costs (everyone having to agree every time…exhausting). The organization resolved these challenges through formalized decision structures, consolidated resources, and persistent identity (for example, a corporation lives separately from its founders, and is endowed with many/most of the rights of an individual). There was a cost to this structure, to be sure. A significant portion of any organization’s energy is consumed by self-maintenance rather than delivering on its purpose. Since the option was to not do the thing at all, we figured the costs were acceptable and necessary.

With the evolution of digital communications networks and software, however, many of the original challenges that required an organization are gone or significantly reduced. Collective action is increasingly available to distributed groups who don’t even know each other by name, and may convene around a cause only to disburse thereafter. The cost of production and distribution has dropped to almost zero for many goods and services. Organizations are still necessary and essential parts of the mix, but they’re not the only (or even the optimal) solution to every question, as they once were.

· Arts
There’s little need to go on about this particular word, which we all would agree is a fast-moving, increasingly amorphous creature. When we talk about ”arts” in the context of ”arts management” or ”arts organizations,” we still generally mean predominantly Western forms of expression, with an assumed emphasis on technical or aesthetic excellence. We don’t always mean this, of course. But if you nudge most conversations by professionals, you’ll find this assumption just beneath the surface. Evidence comes from the fact that we still add qualifiers to the word when we mean something other than the above: ”community arts,” ”amateur arts.”

· Professional
Specialized organizations in specialized industries require specialized professionals — trained in the task by formal process or apprenticeship. Professionals earn the term when they are paid for their specialized work and when the nature and frame of their efforts are defined and evaluated by their peers rather than by their customers. Professional writers define what professional writers do. Professional doctors and realtors define the parameters and certifications for their peers.
But, again, what happens to the word ”professional” when works of comparable quality and skill can be conceived, produced, and distributed without expensive or centralized means of production? Flickr has millions of exceptional images, many shot by individuals with no formal training, expecting no pay, and unfiltered by a traditional gatekeeper (curator, publisher, agent).

Says Shirky:

When reproduction, distribution, and categorization were all difficult, as they were for the last five hundred years, we needed professionals to undertake those jobs, and we properly venerated those people for the service they performed. Now those tasks are simpler, and the earlier roles have in many cases become optional, and are sometimes obstacles to direct access, often putting the providers of the older service at odds with their erstwhile patrons.

So, am I suggesting that we abandon our foundational phrase ”professional arts organization”? Of course not. As long as there are complex processes, specialized physical requirements of expression (theaters, museums, even on-line forums), and a recognition of the value of extraordinary skill, vision, and voice, we will need organizations, professionals, and filtering systems to find, foster, and connect expressive works to the world.

But we may want to recalibrate our underlying assumptions as an industry (and as educators who hope to advance that industry and its goals) about the specific role of what we now call ”professional arts organizations.” These are a subset of a massive ecology available to us to achieve our larger purpose. If we stick too rigidly to our terms, we may become obstacles to the missions we claim to have.

Andrew Taylor
The Artful Manager

The following comment by Dary appeared on Taylor’s posting and is a worthwhile continuation of the argument:

I actually just saw this guy speak at a… ahem… super-dorky “Web 2.0” Conference in San Francisco. He was really, really engaging and had some pretty cool viewpoints. One of his hypotheses is that our society as a whole is coming out of an age of collective intellectual inebriation much like society did prior to the Industrial Revolution. He told a story about how rampant gin was in 19th-century England – to the point where there were gin pushcarts like our current-day ice cream carts – and how society as a whole was just drunk and lazy for decades. And then it went out of fashion, people starting doing stuff, and we got the Industrial Revolution.

He makes the analogy of that gin-soaked drunkeness to the TV-soaked stupor of the past 50 years or so. He says now people are watching less television (which I haven’t checked the numbers on) and are spending more time applying actual brain power to such things as updating Wikipedia articles, tagging sites on del.icio.us and ma.gnolia, writing blogs, and twittering (brain power optional on that one).

His views are, of course, open to debate and there’s some intriguing counter-arguments to the seemingly pristine virtues of collective intelligence.

Anyway, in terms of how Shirky’s theories and the new communal web apply to Professional Arts Organizations, I’m not exactly sure what exactly you’re getting at. With “Organizations” the web makes it easier to schedule things and get in touch with people. Of course. You don’t really redefine anything with “Arts” in terms of this new landscape except to touch on the fact that Professionals think Amateurs are lame. And with “Professional”, you argue Web 2.0 makes it easier for non-professional artists to have their material discovered? Yes, of course, again. I dunno.

What’s more interesting to me is how a larger pool of available pieces of media changes society’s collective agreement on what is worthwhile and valuable in the arts and in general. Colbert jokes about “truthiness”, but it’s actual a valid point of philosophical debate within this new worldwide, social move to open up human knowledge. It’s especially pertinent to music I think, not just in terms of what a society consumes, but how they consume it. And I go back-and-forth between whether these new aspects are wonderful and free or troubling and insulting.

Ask someone how many concerts they’ve been to vs. how many YouTube videos of concerts/pieces they’ve watched in the past year- my ratio is deplorable! And the idea that it’s now easy to create music – for $500 you can build a moderately decent home studio and create recordings of moderately decent quality – so professionals aren’t as necessary anymore is worrisome.

It’s all happened so fast I don’t think people in general have really stopped to think about what this means for our society’s appreciation of the arts and value system for judging works.

So I’m thinking out loud, but clearly this is a contentious point for me. Thoughts?

Seeking New Models

Public radio’s Marketplace program had a segment on yet another social networking and collective action web site that promises to change the way we interact and organize. This one has significant implications for some of the core functions of arts organizations.

The Point seeks to solve a vexing challenge for group action: confirming the critical mass to do something or buy something before you do it or buy it. For example, a social service organization might want to buy a new refrigerator, but wouldn’t want to do so until they’re sure they’ve got the contributions to pay for it. And prospective donors don’t want to give money unless they’re assured the refrigerator will actually get bought. Or, a group would like to threaten a boycott of some company, but has no leverage until they prove that they have lots of consumers on board — there’s no action without a large collective commitment, and there’s no collective without the action.

There are two ways around this classic problem. One is to act through a formal institution, which brings its own budget and staff to float the cost and absorb the risk. The other is to get some binding conditional commitment from enough people to accomplish the goal once the threshold is reached.

The Point works to solve the problem the second way (its name is a reference to the ”Tipping Point”). Anyone can start a campaign (for a boycott, a collective purchase, a fundraiser, and so on), and then individuals can conditionally commit to that campaign: ”if you reach your threshold of people or money, I’m in.”

It may not sound transformative for the professional arts, but it most certainly could be. Consider this: What if you wanted to bring a professional performing artist to town for a show? A year ago, you’d need a performing arts presenter to find them, contract them, commit to paying them, and then drum up the ticket sales and contributions to make it viable. If the presenter falls short, they eat the difference, and hope that another show earns above its budget.

Now consider the entirely different organizing model for touring professional performances offered by The Point. An individual or informal group could propose bringing Ani DiFranco, or Royal Shakespeare Company, or Hubbard Street Dance to town on a certain day in a certain venue, and post the idea as a campaign on-line. Those who would buy a ticket or contribute to the performance could enter their credit card on-line. If enough people signed on with enough money, the contract would close and their cards would be charged. If not, the show wouldn’t come.

It’s a modern-day version of the old Community Concerts model, where a community group would sell season subscriptions, and book the artists after they knew how many tickets they sold. But it happens without the board and staff required of the original model.

Institutions exist, in part, to resolve the complexity of collective action, to bridge the distance between an idea and its completion, and to mediate the many transaction costs and risks along the way. Systems like The Point provide one less reason we need institutions to do the things they do now…arts institutions included.

Andrew Taylor
The Artful Manager

Contemplating the Collective Reality

As the political theater season kicks into full swing in Iowa tonight, I’m struck by the pervasiveness of contrived events — events designed and delivered specifically to be reported on and YouTubed and blogged. Way back in the 1960s, historian Daniel Boorstin labeled these as ”pseudo-events,” voicing concern even then about their impact on our collective experience of community. As Boorstin defined it, a pseudo-event had the following characteristics (from The Image: A Guide to Pseudo-events in America):

1. It is not spontaneous, but comes about because someone has planned, planted, or incited it. Typically, it is not a train wreck or an earthquake, but an interview.

2. It is planted primarily (not always exclusively) for the immediate purpose of being reported or reproduced. Therefore, its occurrence is arranged for the convenience of the reporting or reproducing media. Its success is measured by how widely it is reported…

3. Its relation to the underlying reality of the situation is ambiguous. Its interest arises largely from this very ambiguity. Concerning a pseudo-event the question, ‘What does it mean?’ has a new dimension. While the news interest in a train wreck is in what happened and in the real consequences, the interest in an interview is always, in a sense, in whether it really happened and in what might have been the motives. Did the statement really mean what it said? Without some of this ambiguity a pseudo-event cannot be very interesting.

4. Usually it is intended to be a self-fulfilling prophecy. The hotel’s thirtieth-anniversary celebration, by saying that the hotel is a distinguished institution, actually makes it one.

We can all wring our hands at the fact that pseudo-events now comprise the large majority of our media experiences. But the more compelling question for me (at least for this blog) is how cultural managers should respond to the dominance of false reality. We are, after all, purveyors of contrived content — often meticulously planned, scripted, crafted, practiced, and delivered to exacting standards. What distinguishes our work from the larger social theater of politics, of marketing, of media?

Back in a 2000 essay in the New York Times, playwright Tom Donaghy called this very question for his peers in the live theater. In a world of reality television and ”realness” in the commercial media, what’s the unique and powerful role of live cultural experience? Thankfully, he answered his own question:

[It is theater’s singular power] to contemplate our collective reality; as audience, actor and story engage in an unspoken discussion of what reality is, how definitions of reality can be broadened. Theater affords this opportunity like no other medium, as actors and audiences breathe side by side, together engendering the spiritual and meditative power that that shared experience implies.

In the end, we’re all wielding the same tools to construct the experiences and events we offer to the world. The difference is in the intent and purpose with which we wield them.

Andrew Taylor
The Artful Manager