Dynamism in the arts, what does that even mean?
Recently, Arts Council England have been featuring content, more detailed explanations if you like, online about their new investment principles. These principles underpin their new strategy #LetsCreate and which they use to (I think/hope) make decisions on awarding funding, for projects and in the near future, to current and perhaps new organisations in their National Portfolio (NPO).
I feel as though I’ve got some things to say about their investment principle ‘dynamism’ in particular. Why? Well, since I began my career in the mid 2000’s, I’ve been observing and building my experience in the arts (haven't we all, in different ways) and that, coupled with my experiences working for different NPO’s as well as non-NPO’s and now as a freelancer, my sphere of influence and understanding is quite broad. I also work across quite a large geography and across art forms, add all that together - I have seen, and continue to be a part of a sector that rapidly needs to develop its dynamism. I also have to explain what this ‘dynamism’ means to current clients when we’re working together on ACE funding applications. What does this truly mean? And how can this be adopted and effectively integrated to your project/work?
My observation and experience in the sector, in terms of what ACE describes as a “set of behaviours”, which they say underpin each investment principle, has highlighted how quite the opposite is happening, and for quite some time now. Clearly they’ve introduced this for a reason, and I conclude that they observe what I have also observed in the sector, that things need a shake up!
Here is what is listed on their ‘Essential Read’ guidance to this principle;
Cultural organisations and individuals are dynamic & able to respond to the challenges & opportunities of the next decade.
A flexible and adaptable approach to business. It includes the need for innovation in business models; for developing leadership, talent & wellbeing within the workforce; for appropriate use of technology across activities and for using evidence & data in decision making.
The impact of the pandemic on business models in the cultural sector has made the need for dynamism more essential than ever. It has revealed the need for organisational cultures & structures that enable change inside by sensing changes externally. This means people within organisations, including leaders & board members, will need resilience, & will need to understand & reflect the communities they serve
What have I seen/been at the receiving end of that does not meet these behaviours? Why is the sector not as dynamic as it could be? Well, things like stagnancy, old ways of doing things, rigid institutions, hierarchical structures, ego, cognitive dissonance, work systems not fit for purpose, “just because” attitudes, hustling, lack of commitment to developing leadership skills, capacity, closed mindedness, toxic workplaces, hellbent vision & ambition at the peril of the team, a lack of prioritising staff wellbeing, profiteering from diversity, tickboxing, gaslighting…. I could go on. Again, that’s from my experience and I can’t and don’t speak for all, of course there is exemplar practice in the sector, I just haven’t come across it yet. I know it’s out there, but where?
Who’s surviving and who is thriving?
As I continue on my research journey, and recently looking at the role of the strategic leader, as well as the organisational context in which my new organisation fits, one of the key questions I am keen to learn is who is getting this right and how do we know it’s ‘right’? This is with particular reference to the arts & culture sector in England, where many organisations make their own assessment on what success looks like, however, I am open to hearing about and importantly, learning from examples of best practice from other sectors and also, other countries. My research so far has thrown up best practice in leadership, management & organisational development by thought leaders & authors across the field. In particular, McKinsey have a great article on ‘psychological safety’ and it’s importance. They say that, “When employees feel comfortable asking for help, sharing suggestions informally, or challenging the status quo without fear of negative social consequences, organizations are more likely to innovate quickly, unlock the benefits of diversity, and adapt well to change—all capabilities that have only grown in importance during the COVID-19 crisis.”
So, can you help? Do you know about a really good example of a company or leader who has showed that they’re thriving (or rather, prioritising employees psychological safety?!) as we emerge from the pandemic? How so?
Please email me or send me DM via my social media channels with your recommendations! I’d love to chat to you and/or those people.
Email: amydaltonhardy@hotmail.com
Twitter: @amyldalton