Archive for July, 2009

Clore Fellowship research: from many acorns

July 31, 2009

A couple of days ago I arrived home from one of those wearisome days at work to be cheered by the post awaiting me on my doormat: for once there was no nuisance junk mail, no pesky bills even, just two delightful packages. One, a cd of the wonderful veteran Cuban guitarist / singer Eliades Ochoa – a present from my husband currently 8000 miles away on work – and the other, my contract for the Clore fellowship I’m about to embark on.

And the latter, of course, re-ignited my thinking about the Clore fellowship experience awaiting me just round the corner now. In a couple of weeks’ time, I have a meeting with the Clore staff to discuss ideas and plans for the year, and the combination of this appointment with a renewed awareness that the start of this journey is now very imminent has prompted me to turn my attention to articulating some of the rather vague thoughts that have been circling in my head for the last few months.

One of the elements of the fellowship I am particularly looking forward to is the research: fellows are asked to produce a 20,000 word paper on an aspect of cultural leadership that interests them in the course of their year, a process that is supervised by a university-based academic. I gather that mine might be a rather odd attraction to this part of the fellowship – I think it can be a daunting part of the programme, or for some people it can seem far too akin to ‘homework’ to be met with a groan. I, though, have to confess to missing the academic rigour and intellectual stimulant of that sort of process: I certainly feel my brain hasn’t worked in that way since university, and although my working life has most definitely not been short on challenges, they’ve been of a very different kind and haven’t stretched the old grey matter in anything like the same cerebral way. I am well aware that my brain doesn’t currently feel capable of the sorts of academic gymnastics it enjoyed in my precocious student years, so I am looking forward to once again grappling with thoughts, ideas, concepts, principles, abstracts and hypotheticals. Although, this time, with hopefully less precociousness and more professional experience to rough the neat abstract theories up a little, and bring a bit of realistic grit and profanity to the holiness of thinking.

I don’t feel anything like ready to settle on a particular topic to research as yet, but I have got as far as collating some half-articulated thoughts on various areas I’m interested in. My hope is that one or other of these little acorns might sprout some shoots which hold enough promise for developing into a full paper in due course. My embryonic subjects in need of much further thought are as follows:

1. Presenting international theatre
What is the role of the cultural leader in creating a context for international work? Whose story is it to tell? What foundations need to be laid – and how? – in order for it to communicate with an audience / reach its widest audience? What are the effects of globalisation on the creation and development of cultural voices? Does the international reach of these voices mean they are being diluted or strengthened? Does the internationalisation of theatre benefit audiences and what role needs playing in order to best serve audiences with this globalised cultural offer?

2. The non-creative creative
What is the role of a ‘non-creative’ cultural leader (i.e. someone not defined by that term ‘creative’, usually referring to directors, designers, choreographers, etc.)? How can a ‘non-creative’ leader be creative? Is there a place for ‘non-creative’ creativity in the cultural sector? How can they grow a creative space / organisation? What is the relationship between ‘creatives’ and ‘non-creatives’? Is there a creativity in the silent space between them, in the tension?

[And, by way of a sub-question: how can I be a ‘non-creative’ when my best thinking is done at 1am?]

3. Autocracy versus democracy in the arts sector
Leadership versus collaboration; hierarchy versus non-hierarchy; leadership versus democracy? Are these things in conflict with each other within arts organisations? Are they mutually exclusive, complementary, co-existential or symbiotic? Is there room for strength of artistic vision and principles of collaboration to co-exist? Is there a benefit to this? Where do autocratic and democratic models of cultural leadership serve the arts best?

4. Leadership and risk
What potential is there for risk and failure within cultural leadership in the current climate? How can leadership allow for, encourage, and embrace failure brought about by risk? How much is leadership actually about being the one who takes the risk, who leads the failure? Can failing be leading? In fact, if an arts scene without failure is a stultified and stagnant one, does the success of our arts sector depend upon its failures? Failure breeds success; it defines excellence through being a foil, through being a motivation to do better, to tell the truth more truthfully, to speak more powerfully, more honestly. Failure is our drinking water – what if there weren’t any?
[Some of these thoughts came to me during a Metapod Connect session this afternoon in which Pete Ashton mentioned the Failcamp scheduled to take place in Birmingham in October – a glorious celebration and sharing of spectacular failures and the lessons resulting from these experiences.]

5. Only Connect: touring companies and their audiences
How do non-building-based touring companies grow and maintain a relationship with a nationally disparate audience? Can a touring company lay claim to an audience as their own rather than borrowing them from a receiving house? What chance is there for cultural leadership to create the conditions for growing that audience from afar?

I think at the moment the ones that seem like the choicest pick of the bunch are the thoughts about presenting international work and about risk and failure. Two topics that perhaps are related, and perhaps they seem the most interesting because they raise the most – or the most difficult – questions.

I genuinely want to challenge myself to research questions I don’t already think I know how to approach, or about which I’ve already made up my mind. I want to scare myself. I want to open up a void and dive in to its surprises.

play_risk

Advertisements