The term “cultural leadership” has gained increasing attention in the discourses of cultural management and cultural policy, as well as in the curricula of international study programmes and higher education programmes. In many of these contexts, “cultural leadership” is presented as a force for innovation and transformation of organizations and societies. The 11th Annual Conference of the Association for Arts Management (Fachverband Kulturmanagement for Germany, Austria & Switzerland) takes this observation as a starting point for an interdisciplinary, international gathering of researchers and practitioners in the field of arts management. The conference will take place from 17 to 20 January 2018 at the University of Music and Theatre Hamburg. The Call for Papers is currently open, the deadline for submissions is 28 May, 2017.
In this interview, Alan Salzenstein (De Paul University, Chicago) and Martin Zierold (Karlshochschule International University, Karlsruhe) talk about the relevance of teaching “transformation skills” to arts management students. It is based on a joint talk on this topic that they held during the 10th annual conference of the German Association for Arts Management in Weimar in January.
Picture: Flickr/ Giulia Forsythe - CC BY-NC-SA 2.0 (with changes)
What notion of their future job do young arts managers have? What visions of the arts sector are driving them? And what are the issues they want to find new solutions for? These are important questions that show how the arts sector can and should develop to be ready for future challenges and the changing needs of their audience. For that reason, we decided that with this issue of Arts Management Quarterly we wanted to give those among the participants of the first Young Arts Journalism Awards (YAJA) - a project powered by Art News Portal, fostering online journalism among journalism and creative art students worldwide - who dedicated their articles to the field of arts management the chance to get a word in edgeways.
Are arts managers their own enemy when it comes to intercultural development? Insights from the #interculturalmanagers workshop
This first workshop of the new network “Cultural Managers as Intercultural Brokers” took place 15-17 January 2017 at Heilbronn University, Germany. Its highly renowned international participants examined the role that arts and cultural managers can play in handling the challenges of globalisation. And they discussed the question how arts management is influenced by certain worldviews and how this in turn influences the fulfilment of its tasks in international contexts, and thereby shed light on the sometimes self-inflicted barriers for fostering intercultural understanding.
This seminar, taking place 6th – 7th of July 2017 at Zurich University of the Arts and organized by the international and interdisciplinary network Brokering Intercultural Exchange, will explore how historical, institutional and social assumptions and traditions of arts and cultural management are exchanged and reproduced through the intercultural exchanges that take place in arts and cultural management training and education. Submission deadline is April 20th.
Regional differences, but a common vision. Goethe-Institut’s International Forum on Cultural Management and Cultural Policy 2016
The second edition of the International Forum on Cultural Management and Cultural Policy again brought together cultural experts from all over the world for two weeks in Munich, Germany for discussions and the development of ideas. And flanked by the presidential election in the US, the participants experienced that independently of their geographical and professional background they are connected by the vision to break down barriers and prejudices.
Our current context of internationalisation, globalisation, and the increasing global migration presents challenges and opportunities for the arts and cultural sector. With creative and aesthetic expressions inherently reflective of cultural ideas, knowledge and values, arts and cultural managers have a significant role to play in directing, administering and mediating intercultural understanding. This refers to the ability to know, accept, value, and empathise with alternative perspectives and perceptions of the world.
By Victoria Durrer, Ina Ross and Raphaela Henze
For years I’ve been an arts manager, an arts board member and an occasional arts management academic. And although there are some great arts management books to both learn from and teach with, they only seldom combine theory and practice, insights of success and failure, and story telling to help people understand how to do their job better. In this series, I introduce a selection of neglected aspects and competencies from my book “The A to Z of Arts Management”. This final chapter is about how leaders in the arts can upwardly manage stakeholders with a powerful impact on their work, and enable staff to upwardly manage their bosses as well.
The days of the lonesome artistic genius are already over for a long time. No one working in arts and culture would honestly assume that a creative process can prosper mostly in solitude. Instead, creativity and cooperation respectively collaboration accompany each other. This is also true because arts and cultural processes occur in social contexts and therefore always interact with social groups, whether it be producers, audiences, employees of institutions, sponsors, buyers and so on. Surprisingly for many, the same applies to management. And this is what makes the current issue of Arts Management Quarterly on "cooperation and collaboration" so promising.
The 24th ENCATC Annual Conference "Cultural Management Education in Risk Societies - Towards a Paradigm and Policy Shift?!” took place in Valencia, Spain, from 5–7 October, 2016. The event brought together about 160 academics, researchers and professionals from the cultural sector, policy makers, artists and students from over 30 countries. And with a more focused and application oriented program their debates about the new paradigm needed for cultural management and policy to face today’s risk societies could have in fact been very fruitful and inspiring.