Bangalore, India. Day 2.

Contradictions. It’s the word mostly used to describe India to us. Contradictions, complexity and fast transition. To work in such a context you need to be flexible, an article in the daily newspaper The Hindu (Oct, 29) states. To be successful in your career you need among a number things; to step out of your comfort zone, build an open-minded and proactive attitude, always look to experiment with new work and be willing to take risks. For the curios reader, Nätverkstan did a study on the topic of leadship within cultural life in Sweden, where these competencies were found as important for future leaders (in Swedish: ledarskap.pdf). The study was done in 2007, in cooperation with the Cultural Leadership Award, set up by the British organisation Nesta. The experience from the Award states that a new type of leadership training is needed to meet changes and new demand – such as flexibility, risktaking, international outlook, resourcefulness and reflection.

”The beauty of collaboration is that it’s not about rationalising. You don’t have to speak so much, just do it”. Artistic Director of Attakkalari, Jayachandran Palazhy, meet us at his office, after giving us a glimpse of their attakkalari.jpgattakkalari2.jpgnew production, a work-in-progress. The dance company mixes research, dance, theatre, music, digitalisation, philosophy, to find new expressions in performing arts. As he says: ”New thinking is the key in this new paradigm shift”.

3 Responses to “Bangalore, India. Day 2.”

  1. [...] The study found in the Swedish context, that leading Art and cultural institutions and projects put specific demands on the leader. Again you are expected to be an all-area-Artist, knowing everything. The report found that running a cultural organisation you have to deal with specific conditions. The organisations main goal are rarely profitability, but rather human, Artistic, social or aesthetic goals. It is therefore more difficult to show when the goal is achieved. It’s easy to put economic figures on paper, but how do you measure social or aesthetic goals? For many working in the field, money is not the main goal. This means motivation, drive and belief in higher values are important factors for anyone working in the field. Art and Artistic production are production-driven, research shows, and not consumer-driven. Another factor is that Art production doesn’t follow the logic of competition and it’s often unprofitable. All these factors put demands on the leader, who also has to adjust to a changing society where flexibility, risk taking, resilience and resourcefulness are necessary. Interestingly the same skills were put forward in an article in the Hindu, in October last year, read about it here. [...]

  2. [...] and Entrepreneurs, the seminar in Barcelona in January on the same topic, and examples from India. A programme of the seminar can be downloaded here CreativeCitiesRegions16-04-09. Encatc had a [...]

  3. [...] The text is written by Ylva Gustafsson, secretary at Region Västra Götaland. The visit in London on March 3–6, 2009, was part of a study visit by politicians and civil servants from Region Västra Götaland. Nätverkstan was a connecting partner for the Region on this visit. Related blogpost is on Other Art and other practices and Bangalore. [...]

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