A significant amount of our work with ART/New York members focuses on planning processes that are internally-instigated by theatres themselves (as opposed to required or demanded externally). Invariably this type of planning is an act of deliberate change. Sometimes this is about controlled, systematic change allowing an appropriate or desired evolution to unfold. Other times it may be aimed at systemic change in order to work a certain way or produce certain work. In all instances our approach to planning is based on what works within each theatre and, without exception, what works is the work itself, the art and the artistic process of that theatre.

Self-knowledge and organizational awareness encapsulated in a clear articulation of current position and a compelling expression of vision, values and mission, are the centerpiece of effective self-directed planning. There is deep, intuitive knowledge within each theatre about how artistic leadership leads, directs, plans a play or season, solves problems, make critical decisions and maintains healthy and respectful relationships.

In the fast changing environment in which we all work, a linear master plan is not a reality. Instead, professional arts leaders are integrating and valuing ongoing planning processes and using planning to affect the kind of deliberate change they seek. Like living systems, organizations must change over time to survive. Planning is how we achieve this in an intentional and responsive way.

 

For more on planning, we recommend Margaret Wheatley’s The Unplanned Organization (http://www.margaretwheatley.com/articles/unplannedorganization.html) or How Large-Scale Change Really Happens (http://www.margaretwheatley.com/articles/largescalechange.html) or read more about our approach in AAR’s An Elegant Process Series.