Leadership, Culture and New Technologies
Main language of instruction: Spanish
Other languages of instruction: English
If the student is enrolled for the English track then classes for that subject will be taught in the same language.
Head instructor
Dp. Àngel MESTRES - amestres@uic.es
Lda. Ngaire BLANKENBERG - nblankenberg@uic.es
Office hours
To arrange a meeting please contact me at ebelvis@uic.es
New Technologies and Museums and Heritage:
Conxa Rodà
Email crodad@uoc.edu
Twitter: @innova2
Blog: https://blog.museunacional.cat/en/author/conxa-roda/
Leadership, Culture and New Technologies
Leadership
Introduction
In recent years, Leadership has become an important theme in the arts, culture and creativity sectors. Although successful leadership in arts and cultural organizations require many of the of the same qualities and skills as those operating in both for-profit and not-for-profit organizations, cultural leaders are also presented with some unique challenges: balancing the expectations of diverse visitors, funders, artistic collaborators and critics; ‘proving’ impact and communicating value; nurturing/birthing new ideas and forms of expression that are as necessary as they may be uncomfortable; catalysing social change and so on.
This course will help students identify and develop the skills to lead, whether in an arts organization, or as a creative producer and/or cultural advocate. We will reflect on the personal qualities of good leaders as well as on the theory and practice of leadership in the changing contexts of arts and culture in our societies. The course will use a combination of lectures, seminars and art-based pedagogical strategies.
Digital today pervades every corner of the museum activity and public-oriented content: website, online collection, mobile, social media, interactive museography, marketing. The key question is how Digital can help us fulfill our mission and better serve our audiences’ needs. How best can we create added value through digital? To be able to better serve our audiences, to better connect knowledge with the public, to work more efficiently, to analyze and segment users, digital plays a strategic role that needs to be well planned.
Content
The course is divided into nine modules under 3 themes: You, Leading at Work, Leading in Your Community
Leadership
A passion for leadership, and a desire to understand how leadership can be operationalized in the context of arts and cultural organizations.
Some management background can help. However, the course is designed for students from all backgrounds.
New techonolgies
Basic knowledge of the performing arts is desirable, especially in relation to production and marketing. However, the module is designed for students from all backgrounds.
Leadership
This course intends to achieve three primary objectives that transcend the field of leadership:
In addition, the course aims to achieve the following specific objectives necessary for students to become future leaders:
New technologies and museums and heritage
New technologies and Performing arts
• To identify the challenges that cultural managers might encounter related to production, audience reach or dissemination.
• To manage and understand the needs and challenges in different small, medium and large cultural organisations
• To be capable of aligning creative and marketing strategies according to the production target.
Basic competencies
CB6: To have and understand knowledge which provides and grounding or opportunity to be original in terms of the development and/or application of ideas, often in a research-based context.
CB7: To know how to apply the knowledge acquired and the ability to resolve problems in new or little know environments within broader or multidisciplinary contexts related to area of study.
General competencies
CG1: To analyse and interpret social and cultural environments in order to identify needs, opportunities, weaknesses and strengths.
CG2: To manage, coordinate and take part in interdisciplinary work teams.
CG7: To know how to apply and adapt to new technologies in processes of cultural management, production and dissemination.
Cross-disciplinary competencies
CT1: To design, direct, produce and evaluate projects, programmes, strategies, policies or cultural actions which involve a wide variety of different professional profiles, agents and institutions.
Specific competencies
CE9: To coordinate interdisciplinary work teams and use new technologies when managing, producing and disseminating cultural products and services.
In addition:
Leadership
Module |
Date |
Preparation/Readings |
In Class |
Assignment |
Skills |
YOU |
|
|
|
||
Introduction to the Leadership Field
What are the skills, attributes and behaviours required for leadership over the next ten years?
What is a Cultural Leader? What makes YOU a leader?
Self-Awareness Self-management: Mental Toughness Emotional Intelligence
|
Tues. March 24 18h30 |
Price, Jonathan,The construction of cultural leadership,On The Edge Research, UK, December 2017 Johan Kolsteeg and Martin Zierold Mapping the meanings of Cultural Leadership The use of the term in the field of arts management Changing cultures: Transforming leadership in the arts, museums and libraries, Arts Council England, Sue Hoyle et al King’s College London, 2018 Harzer & Ruch (2012). When the job is a calling: The role of applying one’s signature strengths at work. The Journal of Positive Psychology, 7,362-371.
|
Writing exercises
|
Weekly Assignment:
Signature Strengths test
Film: The Boy Who Harnessed the Wind
|
Self-awareness Emotional Intelligence |
Cross-Cultural Intelligence and Communication
People-orientation Social awareness Listening and empathy Cross-cultural communication (across sectors and cultures) Understanding context
|
Thurs. March 26 18h30 |
The Romanticization of Charismatic Leadership in the Arts, Melissa Nisbett &Ben Walmsley, PP 2-12 |22 Feb 2016, 5 Secrets of Effective Communication
|
Improv
Co-create commonalities and differences
In class come up with interview questions for Mentor Interviews
|
Mentor Interviews- assigned (due April 16)
|
Cross-cultural communication Cross cultural intelligence |
Thought Leadership and story-telling
Future orientation Crafting a vision Communicating impact and value Curiosity Mentorship
|
Tues. March 31, 18h30 |
TED talks: Limit of story-telling, Sisonke Msimang
|
Vision and values exercise
Story-telling exercises |
The Change I Want to Be and Do: presentation assigned (to be presented April 23/28) |
Story-telling Curiosity Vision Courage Relevance |
LEADING AT WORK |
|
|
|
||
Supporting Innovation and creativity Creating FLOW Extrinsic vs Intrinsic motivation Fixed mindset vs growth mindset
|
Thurs. April 2 18h30 |
Design thinking
TED talk: collective creativity/orchestra conducting
Failure and risk
|
In class music creation |
|
Creative risk-taking Design-thinking Collaboration
|
Diversity, Inclusion and Well-being Bias and blindspots Privilege Sexual harassment Bullying Self-care |
Tues. April 14, 18h30 |
TED talk Danger of a single story Chimamanda Adichie
|
Role playing
|
Bias Checklist |
Active listening Bias Cognizance Collaboration |
Adaptive Leadership and Change Management |
Thurs. April 16 18h30 |
Chapter 3, Milkman, Anna Burns pp 69-79 |
Presencing theatre
|
|
Adaptivity Persistence Strategy Problem-solving
|
Conflict and risk |
Tues. April 21, 18h30 |
|
Film scenarios |
|
Conflict management Constructive dialogue/ feedback Courage Problem-Solving
|
LEADING IN YOUR COMMUNITY |
|||||
Systems Leadership: working with networks, stakeholders and co-producers Generous leadership Working with boards/artists/funders Distributed leadership Building Social Capital
|
Thurs. April 23, 18h30 |
|
Network and stakeholder mapping |
Presentation: The Change I want to be and do |
Coalition building Co-production |
Soft Power, cultural diplomacy and global participatory culture Shaping the world Public cultural leadership |
Tues. April 28, 18h30 |
|
|
PresentationsThe Change I want to be and do |
Cross-cultural communication Authenticity Transparency Reciprocity
|
New Technologies and Performing Arts
Chapter 1 Introduction to performing arts, technology and communication
1. Current trends: from traditional performing arts to emerging interdisciplinary practices
1.1 Incorporating new technologies into performing arts
Chapter 2 Performing Arts Technology and communication through case studies
2.1 Digitalisation and performing arts pre-production processes: strategy, budget, management and the digital development.
2.2 Digitalisation and performing arts dissemination processes: expanding the theatrical experience.
2.3 Digitalisation and performing arts educational-commercial 360 strategic processes: targeting and broadening the audience through innovative products.
Chapter 3 Addressing trends and challenges
3.1 Main challenges for cultural managers: digitalisation, from theory to practice.
New Technologies and Museums and Heritage
Digital module CALENDAR_May 2020
THURSDAY 14 |
TUESDAY 19 |
TUESDAY 26 |
THURSDAY 28 |
16’30 – 18’30h. Digital module starts
DIGITAL TRANSFORMATION / DIGITAL STRATEGY
|
18’30 – 20’30h.
CONTENT STRATEGY
|
15’30 – 18’30h.
SOCIAL MEDIA |
18’30 – 20’30h
MOBILE, VR & other TECH |
We’ll see examples of different technologies and from museums around the world all along the module. This module will cover 4 main aspects:
1. Museums and Digital Strategy
The strategy means an integral and unified approach that links the museum’s mission with audiences needs and expectations enhanced by digital.
Digital is not the goal, is a way to help us accomplish our goals. Digital Transformation is to apply digital technologies to a new way of creating / producing / communicating content and services. A set of digital projects don’t make a digital strategy. We need to think first: why, for whom, what, how, how well, that is objectives, public, offer, tools, evaluation.
The Digital Transformation is a process, a journey that affects the WHOLE museum.
Recommended readings:
Tallon, Loic (2017). Digital Is More Than a Department, It Is a Collective Responsibility https://www.metmuseum.org/blogs/now-at-the-met/2017/digital-future-at-the-met
Stack, John (2013). “Tate Digital Strategy 2013–15: Digital as a Dimension of Everything” www.tate.org.uk/research/publications/tate-papers/tate-digital-strategy-2013-15-digital-dimension-everything
2. Content strategy
Does museums’ content meet users' needs? Content strategy today is crucial to achieve the best results in connecting collections to audiences, to optimize resources and to improve internal processes. We have transitioned from a digital presence concentrated on the website to a diversity of channels, platforms and devices. The more museums diversify their content the more a content strategy is needed.
Recommended reading:
Halvorson, Kristina (2015) Content strategy for the web everything. www.slideshare.net/khalvorson/content-strategy-for-everything
Rodà, Conxa (2016). Do we have a content strategy in museums? Do we need one?
https://blog.museunacional.cat/en/do-we-have-a-content-strategy-in-the-museums-do-we-need-one/
3. Museums and Social media
Social media are a strategy element of museum communication today.
But… are we museums doing it rightly enough?
Do we explore/use the specificity of each network and platform?
These and other aspects will be addressed, illustrated with many examples of best practices on different networks.
Recommended reading:
Dilenschneider, Colleen (2016). The power of different social media platforms for organizations. http://colleendilen.com/2016/12/07/the-power-of-different-social-media-platforms-for-organizations-data/
4. Mobilizing and Virtualizing Museums
Mobile has become a key factor for the museum experience and interpretation. We’ll see best practices of apps, multimedia audioguides, augmented reality, virtual reality, immersive technology in museums and heritage sites.
Recommended readings:
Coates, Charlotte (2019). “ How Museums are using Virtual Reality?”. https://www.museumnext.com/2019/01/how-museums-are-using-virtual-reality/
Green, Lindsey (2016) What we know about mobile experiences in Museums after 6 years of research https://medium.com/frankly-green-webb/what-we-know-about-mobile-experiences-in-museums-after-6-years-of-research-42117def2c49?swoff=true
Formats we’ll use for this module:
Chapter 1 Introducción to performing arts, technology and communication
1. Current trends: from traditional performing arts to emerging interdisciplinary practices
1.1 The incorporation of new technologies in performing arts
Chapter 2 Performing Arts Technology and communication through case studies
2.1 Digitalization and performing arts pre-production processes: strategy, budget, management and the digital development.
2.2 Digitalization and performing arts dissemination processes: expanding the theatrical experience.
2.3 Digitalization and performing arts educative-commercial 360°strategic processes: targeting and broadening audience through innovative products.
Chapter 3 Addressing trends and challenges
3.1 Main challenges for cultural managers: digitalization from theory to practice.
Leadership
The course is based on a mixture of case method, classroom exercises, reflective leadership assignments, and lectures. At the end of each case there will be a wrap-up with the main learning points. Course requirements include a team assignment and three papers.
New Technologies
The learning activities that will help to understand the theoretical concepts through practice are: Master class, content analysis, discussion of case studies, correction of cases and an oral presentation of a group project. A group activity such as a visit to a cultural institution might be included in the module.
Leadership
Assesment
Assignment |
Number |
Weighting |
Total |
Weekly Assignments (most can be done in-class but should be submitted) |
7 |
5% |
35% |
Group assessment (group members assess leadership skills of group leader during in-class exercises) |
6 |
5% |
30% |
Mentor Report |
1 |
20% |
20% |
The Change I want to Be and Do |
1 |
15% |
15% |
The individual paper:
The goal of this paper is to provide you with the opportunity to reflect about yourself as a leader, and how your way of leading may affect your effectiveness as a leader and your relationships with the people you will be leading or working with at the same level.
Your reflection will take into consideration the results of the LCP and VUCA7. The first test will show you if you are leading from a creative or reactive approach. The second test will show you how well prepared you are to lead in a VUCA world.
The reflection has to show what have you learn about yourself as a leader, what new understanding you have as a result of the reflection, what would be key insights that you want to incorporate in the way you lead and, finally, what are going to be some practical steps that you are going to take to further develop yourself as a leader.
The length should not be more than three pages double space and Roman 11 type of letter.
The professor will evaluate how practical the reflective process and action steps are.
The paper is going to be submitted by April 29
The group paper:
The group paper will be done by the groups that are already working on the TFM. The goal of this paper is to reflect the learnings they have made as a result of applying the principles taught during the classes in their reality as a team.
The paper should be a journal that reflects how they have grown as a team thanks to the application of the different tools and strategies taught in class. The paper should answer the following questions:
1. Were we a team or a group? Why?
2. What were the most obvious dysfunctions in our team? What have we done to overcome them?
3. What kind of team were we: individual stars, basic group, teenage team, learning team, high performance team?
4. Which of the characteristics of a high performance team were missing? What have we done to overcome them?
5. What actions steps are we going to take to become a high performance team?
The length should not be more than three pages double space and Roman 11 type of letter.
The professor will evaluate how practical the reflective process and action steps are.
The paper is going to be submitted by May 6
Performing Arts & Technology
The assessment criteria and procedures include:
New Technologies and Museums and Heritage
Compulsory assignment: deadline last day of class
Find one example of good practice of engagement / connexion with the public by museums digitally during the confinement by Coronavirus (on the web, social media, online collection, games, etc.). Which initiative do you think is valuable, interesting?
Delivery: last day of class
Length: 1 page maximum. It is about commenting, analyzing and assessing rather than describing the good practice. The description must occupy only the first paragraph. Your comment should assess the originality of the proposal, its attractiveness / power of attraction for users, the presentation (is it clear, well designed), and any other qualitative elements that you see remarkable. How do you think the proposal could be improved?
And please don't forget to include the link to the good practice!
Leadership
Avolio, Bruce, Walumbwa, Fred and Weber, Todd: Leadership: Current Theories, Research, and Future Directions
Boyatzis, Richard, McKee, Annie and Goleman, Daniel: Reawakening Your Passion for Work
Collins, Jim and Porras, Jerry: Building Your Company’s Vision
Collins, Jim: Level 5 Leadership: The Triumph of Humility and Fierce Resolve
Davis, Murray: That’s Interesting!
Goffee, Rob and Jones, Gareth: Managing Authenticity: The Paradox of Great Leadership
Goffee, Rob and Jones, Gareth: Leading Clever People
Goleman, Daniel: The Focused Leader
Goleman, Daniel: What Makes a Leader
Humphrey, Ron: How Do Leaders Use Emotional Labor
Humphrey, Ron, Ashforth, Blake and Diefendorff, James: The Bright Side of Emotional Labor
Maccoby, Michael: Narcissistic Leaders: The Incredible Pros, the Inevitable Cons
Maccoby, Michael: Why People Are Drawn to Narcissists Like Donald Trump
Owens, Bradley and Hekman, David: Modeling How to Grow: An Inductive Examination of Humble Leader Behaviors, Contingencies, And Outcomes
Schwartz, Tony and McCarthy, Catherine: Manage Your Energy, Not Your Time
Senge, Peter: Leading Learning Organizations
Silard, Anthony: The Bait‐and‐Switch of the Internet: The Influence of Connectivity on Contactedness and Connectedness
Wright, Sarah: Coping with Loneliness at Work
Wright, Sarah and Silard, Anthony: The Price of Wearing the Crown: The Antecedents and Outcomes of Leader Loneliness
Optional references
Competencies and coaching
How to Develop Leadership Competencies. Pablo Cardona and Pilar García. Ed. EUNSA, 2005.
Effective Coaching. Marshall J. Cook. Ed. McGraw-Hill, 1999.
Building Robust Competencies. Paul C. Green. Ed. Jossey-Bass, 1999.
The 7 Habits of Highly Effective People. Stephen R. Covey. Ed. Simon & Shuster, 1989.
Communication
Difficult Conversations: How to Discuss What Matters Most. Douglas Stone et al. (Harvard Negotiation Project). Penguin Books, 2010.
People Skills: How to Assert Yourself, Listen to Others, and Resolve Conflicts. Robert Bolton. Touchstone Books, 1986.
Nonviolent Communication: A Language of Life. Marshall Rosenberg. Puddledancer Press, 2015.
The Dance of Connection: How to Talk to Someone When You’re Mad, Hurt, Scared, Frustrated, Insulted, Betrayed, or Desperate. Harriet Lerner. William Morrow Paperbacks, 2002.
Since Strangling Isn’t an Option…..Dealing with Difficult People—Common Problems and Uncommon Solutions. Sandra Crowe. Perigee Books, 1999.
Leadership
The Nature of Leadership (2nd Edition). David V. Day and John Antonakis. Sage, 2012.
The Leadership Challenge. James M. Kouzes and Barry Z. Posner. Ed. Jossey-Bass, 1995.
Why Should Anyone Be Led By You? Rob Goffee xxxx…..
Handbook of Leadership: Theory and Practice. Nitin Hohria and Rakesh Khurana. Havard Business Press, 2010.
Primal Leadership. Daniel Goleman, Richard Boyatzis, and Annie McKee. Harvard Business Review Press. 10th Anniversary ed., 2013.
Stewardship. Peter Block. Ed. Berrett-Koehler, Publishers, 1996.
Leading organizations
Built to Last. James C Collins. HarperCollins Publishers Inc, 1994.
The Individualized Corporation. Sumantra Ghoshal and Christopher A. Bartlett. Ed. Harper Business, 1997.
Beyond Performance: How Great Organizations Build Ultimate Competitive Advantage. Scott Keller and Colin Price. John Wiley & Sons, Inc., 2011.
Motivation and influence
The Power of Full Engagement. Jim Loehr and Tony Schwartz. Free Press. 2003.
Work Motivation. Gary P. Latham. Sage, 2007.
Rewarding Excellence. Edward E. Lawler III. Ed. Jossey-Bass, 2000.
Working with Emotional Intelligence. Daniel Goleman. Ed. Bantam Books, 1998.
Textbooks on Organizational Behavior
Organizational Behavior (2nd European ed). Robert Kreitner, Angelo Kinicki, and Marc Buelens. Ed. McGraw-Hill, 2002.
A Primer on Organizational Behavior (4th ed). James L. Bowditch and Anthony F. Buono. Ed. John Wiley & Sons, 1997.
Classic Readings in Organizational Behavior (2nd ed). J. Steven Ott. Ed. Harcourt Brace College Publishers, 1996.
New technologies and Performing Arts
General bibliography
Benson, S. & Giannachi,G. (2011). Performing Mixed Reality. Massachussets: MIT Press.
Bilton, C. (2007) Management and creativity. From creative industries to creative management, Blackwell publishing: Oxford.
Blake, B. (2014). Theatre and the Digital. New York: Palgrave Macmillan.
Byrnes, W.J. (2009) Management and the arts, 4th edition, Elsevier: Oxford.
Dixon, S. (2007). Digital Performance: a History of New Media in Theatre, Dance, Performance Art and Installation, Massachusetts: MIT Press.
Fine, D. & et al. (2018) Digital Media, Projection Design and Technology for Theatre. London: Routledge.
Napoli, P.M. (2010). Audience Evolution: New Technologies and the Transformation of Media Audiences. Columbia University Press: New York.
Rosewall, E. (2013). Arts Management: Uniting Arts and Audiences in the 21st Century, Oxford: Oxford University Press.
Townley, B. & Beech,N.(2009) Managing Creativity: Exploring the Paradox. Cambridge University Press: Cambrigde.
Other materials such as texts and presentation might be delivered throughout the sessions according to the students' needs.
New Technologies and Museums and Heritage
Below there are a couple of links where you can find examples or you can contribute one that you have seen on your own:
The Ultimate Guide to Virtual Museum Resources, E-Learning, and Online Collections
https://mcn.edu/a-guide-to-virtual-museum-resources/
Museum Social Media Entertains During the COVID-19 Crisis
https://www.museumnext.com/article/museum-social-media-entertains-during-the-covid-19-crisis/