There comes a time for honest reflection in the life of every arts in education program. Whether your organization or project is just finding its footing or is well-established, we all benefit from turning the lens from an outward programmatic focus to an internal review of organizational health.
Financial stability, strong board and staff leadership, and program sustainability are all components of organizational health. They tell only one part of the story.
Arts and cultural organizations as well as education institutions live within a shifting landscape that is shaped by cultural, demographic, geographic, political, personal and financial forces. We would be well-served as a community to understand the interplay of those forces and how it impacts our work.
Photo by Patrick Robert Doyle on Unsplash
What is going on? (WIGO)
When I was the director of the California Alliance for Arts Education, I had the opportunity to work with an executive coach. The Ascertainment Process, developed by Sharon Browning of Sharon Browning and Associates of Los Angeles, is a tool that guides the board, key influencers and staff toward deeper understanding about the forces at work that impact program outcomes.
Through an intensive one-on-one interview process, the study seeks answers to the question, “What is going on that supports or inhibits progress toward our goals?” (WIGO). A deep analysis of individual interviews with key drivers and influencers highlights areas of consensus and/or conflict and leads to recommendations for the organization’s use in planning and issues management.
Having a strong strategic plan does address the current landscape in some important ways. And a plan does reflect the consensus of stakeholders. (See Arts Ed and Strategic Planning.) However, even the best strategic planning process cannot go deep into understanding all the factors that shape perceptions and ultimately impact.
When is a good time to reflect?
There are moments in the life cycle of an organization or the management of a specific issue that may prompt a reflective process, such as:
- Changes in leadership (internal or external)
- Preparation for strategic planning
- Stagnant or decreasing financial support
- Perceived obstacles in program delivery and impact
- New opportunities (or threats)
- Old guard vs. new guard
- Succession planning
- Expanding stakeholder groups
In my experience, the deceptively simple interview and analysis process yields great insights that might not have surfaced in an open forum. At a critical inflection point at the California Alliance I learned, for example, what others thought of my leadership style (effective but too reserved for some folks) and that a signature program was viewed as being outside the mission of the organization. Ouch. But very helpful in the long run. Since the interviews are confidential and findings are not attributed to any one person, the results have an authentic ring.
What are the benefits?
I have developed a similar process focused on arts education issues management, adapted with permission. The DISCOVERY PROJECT is intended to assist arts education providers that are at a turning point in their work. It may be helpful especially to coalitions, which typically include stakeholders from different sectors who may have different expectations and assumptions of what needs to be accomplished to be successful.
Through an interview and analysis process, the DISCOVERY PROJECT:
- Honors the voice and influence of all key players
- Provides analysis based on fact (not opinion)
- Ensures engagement that is deeper and more specific, less generic
- Reveals underlying issues and perceptions that may have been ignored or unreported
- Builds trusting relationships among stakeholders
- Leads to positive change and more successful outcomes for the group
I facilitated the process with a choral arts nonprofit in Nashville. An established organization with a well-respected founder and a strong artistic reputation, the board wished to gain insight on how to achieve the next level of impact. Members commented that the process enabled a “reality check that permitted self-reflection.” And “energized commitment for improved strategic planning.” “Total buy in.”
If you’re interested in learning more about the process, please contact me. I’m offering a 20% discount to the first five who sign up!
“Do you ever look at someone and wonder, what is going on inside their head?”
-Joy (voice) (Amy Poehler), Inside Out
Cover photo by Marc-Olivier Jodoin on Unsplash
