Arts Management? The GIOCA experience over 15 years

Luca Zan, University of BolognaHeritage science for Creative industry and InnovationNanyang University, Singapore, 15-16 January 2015

Part I: Research Questioning isomorphism

Part II: Teaching The possible innovation

Part I: Research in Arts MngtQuestioning isomorphism

A call for empirical/applied work

Research as indispensable basis for teaching arts mgnt

International field comparison

• 1.1 Arts, Mgnt, and Arts Mgnt

• 1.2 Arts Mgnt & Americanization

• 1.3 A perspectival issue: pluralizing Arts Mgnt

• 1.4 An ontological issue: role of PS

1.1 Arts, Management, & Arts MgntArts Mgnt (as we know it): a recent disciplinary area

developed in the US (80ies)

…BUTs

• Arts: a bit older?- arts institutions: Pompeii, BM, Scala (1738, 1753, and 1778)- well before AM (and the US!)

- managed in non-managerial ways of managing

• Mgnt: - older phenomenon too (60 or 600 years?)- In the West: Renaissance (Venice, 1580)

discorso del maneggio - mgnt: from maneggiare- mgnt before mgnt studies (as we know it)

PART I

1.1 Arts, Management, & Arts Mgnt (cont.)

• New/old?arts & business & philanthropy: Medici in Florence

• Or interaction amongst separated traditionsA difficult dialogue: No shortcuts

A composite field

Art Mgnt

PART I

1.2 Arts Mgnt & Americanization

Broader phenomenon: Americanization & BS invasionlinguistic domination (Enwall: 92%)

Strengths: new approaches

But also Weakness

• Perspectival: ignoring what was beforereduction of variety of approaches (continental traditions in AS)

• Ontological: - hidden relevance of social relations in orga/ec/social - Profit/NPO: marginal role by the State

on the contrary: crucial role “the rest of the world”- in regulating- funding- directly managing

PART I

1.3 Perspective: pluralizing Arts mgnt

• US mainstreams: - High costs/high service- Hands on (even photoshop!)- Simplified understanding of mgnt:- in general

- in the arts- focus on fundraising and communication- obsessed with “mission”

• A EU perspective: - Managing or organizing- Organizational complexity: Sense making- Processual approach- bounded rationality- emerging strategies - decision-making & unanticipated conseq.

Research based/More robust links with mgnt (OT & Strg)

PART I

1.3 Perspective: pluralizing Arts mgnt (cont.)

PLUS

• focus on conflicts: - trade offs- vested interests of constituents- internal groups/gangs- team: constellation of roles (> leadership)

• “negative thinking”: - SWOT- problem gathering problem solving - control (“counter-role”)- mistrusting, and double check- competitors and alternative uses of resources

• Mission? No thanks: freezing meaningsanthropomorphic biasfalse consciousnessmis addressing attention from consistencies/fitunanticipated consequences

PART I

1.3 Perspective: pluralizing Arts mgnt (cont.)

In short:

• Arts Mgnt: weak disciplinary foundationsoversimplificationignoring issues & debates within MS

• Ok achievement but problems due to the specific historic trajectory

serious challenges for its future evolution

PART I

1.4 An ontological issue: role of PS

• Lack of understanding of the role of the State- ok for the US (?)- not in the “rest of the world”: NPM

• US mgnt “conquered” the world despite this intrinsic inadequacy (lack of skills on heritage; preservation; weak notion of public good)

• Our approach is radically different- administration matters- the role of state & PS is crucial- e.g. Machu Picchu, Pompeii and the Qin Mausoleum- call for international comparative research

• risks: half-americanizationreducing subsidies with no philanthropy

PART I

1.4 An ontological issue: role of PS (cont.)

Perspective: management studies (+ history)micro-focus: individual entities

practices vs. policies general mgnt (>museum, site)

Emerging view: - CH entities as (professional) “organizations”:- activities / conditions / resources / actions- most important: - economic feasibility (B Plan)

- non necessarily profitable

Zan et al, Managing CH, An International Research Perspective (Ashgate, 2015)

• Countries: non Anglo-Saxon

• Topics Managerialization and Change (MIC, Pompeii, Turkey)Institutional Settings &Business Models (H.Malta, Machu Picchu)Change and Business Plans (Machu Picchu, Istanbul)The Heritage Chain (Horse & Chariot; Turkey)Between Politics and Practices (Bologna 2000, FUS)

PART I

1.4 An ontological issue: role of PS (cont.)

Findings (Zan et al, 2015): huge differences in civil law countries:

• No accountability (not existing word!);

• not relevant/consistent incentive mechanisms within broader bureaucratic rules;

• intrusion of politics

• a buzzword: transparence: - financial statement of BM- Pompeii- Turkey- and China?

• the risk of rhetorical exercise (even in UK)

PART I

1.5 Toward ethnography of administrations?

• Ok achievementsBut also major problems

• Addressing future developments:

1. take Mgnt studies seriously into account (OT, strg, decision mak.)

2. in depth fieldwork:- understanding tacit knowledge & hidden process- brain & hearth (professional organizations)- risk of mis-applications of mgnt killing fragile entities

3. a more pluralist approach: ethnography of administrations - understanding local contexts & administrative legacies- trajectories of change

We desperately need international comparison & international research

PART I

Part II: Teaching Arts MgntGIOCA & the Possible Innovation

2.1 Premises and a strategic choice2.2 Basic features2.3 Open issues

2.1 Premises and a strategic choice

• The ‘Bologna Reform’ in Europe (3+2)diffused criticism (cultural; bureaucracy)against criticism: we can change the world (despite bureau-crazy)

• English teaching as condition for internationalizationdespite criticism toward Anglo-colonialism

• Two phases: 2002- 2006: early stage> 2007: transformation into a truly international program

- Italian out of the mkt- avoiding parochialism: Italy (& Italian debate)

as one of the possibilities

PART II

2.2 Basic features: looking for variety

a) Developing knowledge AND skills: a basic strep- “last” choice of opening minds- no specialization (interdisciplinary and inter ‘arts’)- inter theory/practice: research based teaching- attention to professionalism and labor mkt- international

b) Variety inside the class: countries, background

learning to learn from differences

c) Variety inside the faculty: disciplinary, geographical, academia/profession

PART II

Where do GIOCA students come from?

Italy 47%

Europe 14%

Russia and

Balkans6%

South America

4%

North America

16%Middle Est 5%

Asia 8%

Where do GIOCA students come from?

Where do GIOCA students come from?

18

Data since 2009

20

GIOCA Program:

• focuses on training profiles to improve managerial knowledge in cultural

organizations

• provides a solid management training in a broad context

• enhances networking and career development

GIOCA graduates work:

• as Cultural Manager in cultural institutions (private and public)

• in creative industries and arts organizations (music, film industry,

theatres, museums, art galleries, foundations, festivals..)

• as consultant or fundraiser in the cultural field

About GIOCA…

Interdisciplinary Approach

Interdisciplinary Approach

• Generalist course plan by design

Improve managerial knowledge in cultural organizations : new processes of consumption, pressure to use resources more efficiently, technological innovation

• Combining business studies and humanities to develop skills in cultural management

Significant research activities Field research in Italy & international comparisons

The Faculty

Teachers from

international

universities

Teachers from

UNIBO

Professionals and cultural field leaders

2.2 Basic Features continued

d) Quality focus: - selection (30 students)- attendance compulsory- control (students & staff)- double fee: signaling & financing costs

e) Variety of methods & moments in learning:

- Classes, but also conferences, experts meetings, laboratories, visits

- Plus internship (one semester)

- Plus international exchanges: Erasmus; CMU double degree; CAFA

- Plus practical activities: open mic; exhibitions

PART II

Crash courses in:

- Accounting

- Marketing & Strategy

- Organization

- Economics

Seminars and international

conferences

Electives courses:- Art appreciation

- Heritage, history and the issue

of organizing

- Museum and scientific

institutions

Study plan on a glance: I year

Core courses- Cultural economics- Principles of public economics- New public management - Critical studies and arts management- Law and the Arts- Business models in creative industries- Services marketing- Project management and fundraising- Quantitative methods Or CRM

Laboratories- Performing Arts

- Visual Arts

- Heritage management

Seminars and international

conferences

Study plan on a glance: II year

Core courses- Managing networks in the arts - Knowledge management- Sociology of culture- Law and economics of new media- Reporting budget and business plan - Regional cultural policies- Urban planning

Project work & final examination- Full time internship

- Thesis

Electives courses

Laboratories- Film Industry

- Music Industry

- Scientific Institutions

- Information technology

Field Visits

26

Site visits and lectures

organized in Florence,

Venice, Torino, Ferrara,

Modena, etc…

Networking events &conferences

Opportunities abroad

Erasmus Scholarships – 1 semester abroad

• City University, London

• Bilgi University, Istanbul

• Copenhagen Business School

• Paris 8, Paris

• Universitad de Barcelona

• Universität Hamburg

• Institut d’Ètudes politiques de

Grenoble

Opportunities abroad

Study Exchange – 1 semester abroad

- Carnegie Mellon University,

Pittsburgh, US

- CAFA, Central Academy of Fine

Arts, Beijing

2.3 Open issues

• The class: cultural identity & cultural clash - in terms of attitude- in terms of knowledge (e.g. history)- expectations, levels of services, language asymmetry- what we do NOT teach!

• Labor market: ok elsewhereserious problems in Italy

• On going coordination with staff varietyReciprocity in exchanges (inter-national???; inter-disciplinary??; …)

• Keeping quality standard despite problems with the administration(VISA, public sector accounting, huge bureaucracy, endless crazy reform of the Ministry)

PART II

2.3 Open issues continued

• A “weak signal” : faculty available to work with us (almost free)We allow learning to ourselves:

- Thinking outside (Italy, Europe, the Western bias)

- Attention to what happens elsewhere: curiosity and monitoring

- Forces toward parsimony to deal with the class inner variety

- Forces self selection of the faculty (no old fashioned barons)

- Allows serious interaction of research & teaching

• Historically speaking: Internationalization without incentives at all (teaching load, research $)

• Today it won’t be possible:

- political struggle in redefining programs/resources (not allows inter-s)

- overexploitation of champions’ energy

• Not so much, nut we changed the world, a bit!And still working on this

PART II