{"id":1926,"date":"2019-02-03T16:25:20","date_gmt":"2019-02-03T21:25:20","guid":{"rendered":"https:\/\/managementandthearts.com\/5e\/?p=1926"},"modified":"2019-02-06T12:30:05","modified_gmt":"2019-02-06T17:30:05","slug":"management-and-the-arts-5e-february-2019","status":"publish","type":"post","link":"https:\/\/managementandthearts.com\/5e\/uncategorized\/management-and-the-arts-5e-february-2019\/","title":{"rendered":"Management and the Arts 5e \u2013 February 2019"},"content":{"rendered":"\n

New Audiences. Museum\nImpact. Learning Styles. <\/em><\/p>\n\n\n\n

This month I found three stories that can be used to enhance the content in Management and the Arts, 5e<\/em>. The \u201cOrchestra Myth\u201d is a good compliment to Chapter 11, \u201cMarketing and the Arts.\u201d The posting from the Oakland Museum of California<\/a> can replace the discussion topic in Chapter 4, \u201cThe Adaptive Arts Organization.\u201d Lastly, the article about whether learning styles are indeed valid or a myth could find its way into a discussion about arts education practices in general.  <\/p>\n\n\n\n

New Audiences<\/strong><\/p>\n\n\n\n

Aubrey Bergauer<\/a> does an excellent job guiding the reader through the California Symphony\u2019s<\/a> process of confronting the challenges of securing new audiences. There are enough details in her posting that students can come away with concepts to ponder regarding how other types of cultural organizations could apply these techniques, or not. Arts managers will also want to check out what Audrey is trying to accomplish at CS. <\/p>\n\n\n\n

Impact \u2013 Social and\nCultural <\/strong><\/p>\n\n\n\n

Johanna Jones, Associate Director of Evaluation and Visitor Insights at the Oakland Museum of California, provides a detailed explanation of the process they undertook in trying to increase their social impact as an organization. The posting gives students a solid grounding in how complex it can be when trying to convert ideas into outcomes. There is also an interesting table from the Santa Monica Office of Civic Wellbeing<\/a> that seems useful when thinking about topics related to cultural, political, and social policy and the arts. On a side note, one can\u2019t help but marvel at how job titles have become so descriptive. <\/p>\n\n\n\n

Learning Styles and\nNeuromyths<\/strong><\/p>\n\n\n\n

The last article is a posting from Inside Higher Ed<\/a><\/em> by Greg Toppo which examines various opinions and research about the topic of learning styles (e.g., Visual Learner, Kinesthetic Learner, etc.). While arts management isn\u2019t mentioned in the article, from my own experience, I have heard many of my colleagues in arts education departments at cultural organizations talk about learning styles as an important element in how the programming and student experiences are structured. The article provides a useful framework from which students can explore the topic and it may help<\/g> them form a more nuanced understanding of the value of learning in the broadest sense.<\/p>\n\n\n\n

=======================================================<\/p>\n\n\n\n

The\nOrchestra Myth<\/a><\/strong><\/h3>\n\n\n\n

And What We Can Learn From Nordstrom<\/p>\n\n\n\n

Aubrey Bergauer, Executive Director of the California Symphony<\/p>\n\n\n\n

There is a big myth in\nthe orchestra world. In the entire arts world, really. A falsehood so ingrained\nand so believed that seemingly everyone\u200a\u2014\u200astaff, board members, journalists,\nand even the general public\u200a\u2014\u200aspout it like gospel. The trouble is that\ncontinuing to factualize this fiction is to our own detriment.<\/em><\/p>\n\n\n\n

It is a myth that we\nneed new audiences.<\/em><\/p>\n\n\n\n

Orchestras everywhere\nrepeat this song over and over, using it to guide marketing campaigns, budget\nallocation, and programming. And we make major decisions each season based on this\nmisinformation. We plan movie concerts and pops\nto bring in the \u201cyoung people,\u201d hope the celebrity guest artists we book bring\na following, make entire marketing campaigns targeting newcomers with why they\njust need to give the symphony a try, and we spend a hefty portion of the\nbudget on getting those campaigns in front of those newbies in order to meet\nour rising single ticket revenue goals. When you believe that we need\nnew audiences, all of that makes a lot of\nsense.<\/em><\/p>\n\n\n\n

The real problem isn\u2019t\ngetting new audiences though. The data shows that we are actually quite good at that. The problem is\nthat nationwide, somewhere around 90% of first-time attendees never come back\nagain, a widely reported statistic in our field first made famous by the former\nhead of marketing at the Kennedy Center Jack McAuliffe. In other words,\norchestras are generally great at\nattracting new audiences. We are generally\nterrible at retaining them.<\/em><\/p>\n\n\n\n

Link to the full posting: https:\/\/medium.com\/@AubreyBergauer\/the-orchestra-myth-b877bc393c73<\/a>\n<\/p>\n\n\n\n

——————————————————-<\/p>\n\n\n\n

What\nproblem in our community is our museum most uniquely equipped to solve?<\/a><\/strong><\/h3>\n\n\n\n

Continuing to understand and measure how the Oakland Museum of California changes lives in our community.<\/p>\n\n\n\n

Johanna Jones<\/a>\n– January 23, 2019<\/p>\n\n\n\n

Earlier this year, we\nhad a social impact statement. We had even begun to publicly share that draft\nstatement along with our process for documenting our social impact. But to be brutally honest, we kept getting\nquestions about word choice and definitions and\nour \u201cstatement\u201d seemed to need a paragraph\u2019s worth of explanation whenever we\ntalked about it. This is the story of how\nour vision for social impact at the Oakland Museum of California evolved and\nsome of the lessons we learned along the way that might help your organization\nif you find yourself on a similar path.<\/em><\/p>\n\n\n\n

Chapter 1: Finding ourselves at a crossroads<\/p>\n\n\n\n

It was challenging to\nfind ourselves in that position after working throughout 2017 with our staff,\nboard, and community stakeholders drafting specific language for what we\nbelieved OMCA\u2019s social impact was on the city of Oakland and how we were going\nto measure that impact. Each time we got closer to the final draft, the further\naway it felt we were from having something that everyone across our museum\ncould authentically rally behind and felt could be\nrealistically achieved.<\/em><\/p>\n\n\n\n

Link to the full posting: https:\/\/medium.com\/new-faces-new-spaces\/what-problem-in-our-community-is-our-museum-most-uniquely-equipped-to-solve-fe4dce9848b7?mc_cid=1719744228&mc_eid=1a1932085a<\/a>\n<\/p>\n\n\n\n

For more information about the arts fund – The James Irvine Foundation – New California Arts Fund<\/a><\/strong><\/p>\n\n\n\n

Through the New\nCalifornia Arts Fund (NCAF), we are helping arts nonprofits move engagement to\nthe core of who they are and what they do. We are providing multiyear grants\nfor organization capacity building and\narts engagement programming that encourages participation in the arts among\nCalifornia\u2019s diverse and low-income communities. This engagement work is\nresulting in significant changes to our grantee-partners’ artistic programming,\nstaffing, governance, business models, and more. These 15 NCAF grantee-partners\nwere selected through an invitation-only\nprocess.<\/em><\/p>\n\n\n\n

https:\/\/www.irvine.org\/arts\/who-we-fund<\/a><\/p>\n\n\n\n

———————————————————-<\/p>\n\n\n\n

\u2018Neuromyth\u2019\nor Helpful Model?<\/a><\/strong><\/h3>\n\n\n\n

A nearly century-old idea about learning remains \u201cubiquitous\u201d despite scant scientific evidence to back it up, many experts say. But others still see value in the concept.<\/p>\n\n\n\n

By Greg Toppo , Inside Higher Education, January 9, 2019<\/p>\n\n\n\n

A couple of years ago,\nthe science writer Ulrich Boser wondered: Do educators still believe in\nlearning styles?<\/em><\/p>\n\n\n\n

The idea that some\nstudents are auditory learners, while others flourish by having information\npresented visually, through motion or otherwise is nearly a century old. It\ngrew in popularity in the 1950s, then again in the 1970s, but for much of the\npast decade scientists have warned that\nit has little merit.<\/em><\/p>\n\n\n\n

Boser, founder of the Learning Agency, a Washington\nconsulting and communications group, had long followed the field. He was\nresearching a book about learning strategies and knew that scientists had\ndebunked learning styles, most notably in a widely discussed 2009 paper — in\nit, they said building instruction around the concept was an \u201cunwise and a wasteful use of limited resources.\u201d<\/em><\/p>\n\n\n\n

So he set up a Google\nalert for the term. He found that, far from being dead, learning styles were\nperhaps as popular as ever. \u201cIt is incredible how much it pops up,\u201d he said\nrecently.<\/em><\/p>\n\n\n\n

Educators continue to\ninvoke the idea, he said. Last October, as she embarked on a four-state\n\u201cRethink School\u201d tour, U.S. education secretary Betsy DeVos said she planned to\nvisit schools that are \u201cworking to ensure all children can have access to the\neducation that fits their learning style.\u201d During her 2017 confirmation\nhearing, DeVos thanked Senator Pat Roberts, a Kansas Republican, for displaying\na chart in the hearing room that she could refer to during testimony, calling\nherself “a visual learner” — despite\nthe fact that the U.S. Department of Education has discouraged the idea.\nIt even funded a teachers’ guide that warns, “Education research debunks\nthe myth that teaching students in their preferred styles (e.g. ‘visual\nlearners,’ ‘auditory learners’) is an effective\nclassroom practice.”<\/em><\/p>\n\n\n\n

Link to the full posting: https:\/\/www.insidehighered.com\/news\/2019\/01\/09\/learning-styles-debate-its-instructors-vs-psychologists<\/a>\n<\/p>\n","protected":false},"excerpt":{"rendered":"

New Audiences. Museum Impact. Learning Styles. This month I found three stories that can be used to enhance the content in Management and the Arts, 5e. The \u201cOrchestra Myth\u201d is a good compliment to Chapter 11, \u201cMarketing and the Arts.\u201d The posting from the Oakland Museum of California can replace the discussion topic in Chapter […]<\/p>\n","protected":false},"author":2,"featured_media":0,"comment_status":"open","ping_status":"open","sticky":false,"template":"","format":"standard","meta":{"_et_pb_use_builder":"off","_et_pb_old_content":"","_et_gb_content_width":"","advanced_seo_description":"","jetpack_seo_html_title":"","jetpack_seo_noindex":false,"jetpack_post_was_ever_published":false,"_jetpack_newsletter_access":"","_jetpack_dont_email_post_to_subs":false,"_jetpack_newsletter_tier_id":0,"_jetpack_memberships_contains_paywalled_content":false,"_jetpack_memberships_contains_paid_content":false,"footnotes":"","jetpack_publicize_message":"","jetpack_publicize_feature_enabled":true,"jetpack_social_post_already_shared":false,"jetpack_social_options":{"image_generator_settings":{"template":"highway","default_image_id":0,"font":"","enabled":false},"version":2}},"categories":[3,4,5,1],"tags":[],"class_list":["post-1926","post","type-post","status-publish","format-standard","hentry","category-blog","category-featured","category-portfolio","category-uncategorized"],"jetpack_publicize_connections":[],"jetpack_featured_media_url":"","jetpack_sharing_enabled":true,"jetpack_shortlink":"https:\/\/wp.me\/p9mams-v4","post_mailing_queue_ids":[],"_links":{"self":[{"href":"https:\/\/managementandthearts.com\/5e\/wp-json\/wp\/v2\/posts\/1926","targetHints":{"allow":["GET"]}}],"collection":[{"href":"https:\/\/managementandthearts.com\/5e\/wp-json\/wp\/v2\/posts"}],"about":[{"href":"https:\/\/managementandthearts.com\/5e\/wp-json\/wp\/v2\/types\/post"}],"author":[{"embeddable":true,"href":"https:\/\/managementandthearts.com\/5e\/wp-json\/wp\/v2\/users\/2"}],"replies":[{"embeddable":true,"href":"https:\/\/managementandthearts.com\/5e\/wp-json\/wp\/v2\/comments?post=1926"}],"version-history":[{"count":6,"href":"https:\/\/managementandthearts.com\/5e\/wp-json\/wp\/v2\/posts\/1926\/revisions"}],"predecessor-version":[{"id":1937,"href":"https:\/\/managementandthearts.com\/5e\/wp-json\/wp\/v2\/posts\/1926\/revisions\/1937"}],"wp:attachment":[{"href":"https:\/\/managementandthearts.com\/5e\/wp-json\/wp\/v2\/media?parent=1926"}],"wp:term":[{"taxonomy":"category","embeddable":true,"href":"https:\/\/managementandthearts.com\/5e\/wp-json\/wp\/v2\/categories?post=1926"},{"taxonomy":"post_tag","embeddable":true,"href":"https:\/\/managementandthearts.com\/5e\/wp-json\/wp\/v2\/tags?post=1926"}],"curies":[{"name":"wp","href":"https:\/\/api.w.org\/{rel}","templated":true}]}}