This book provides clear strategies and processes for boards faced with the challenge to make their governing model, either Coherent GovernanceÒ or Policy GovernanceÒ, work in real life. The Art of Governing Coherently is a practical guide loaded with down-to-earth solutions, all based on processes successfully in use today by boards across the United States and internationally. While many of the examples offered here come from the world of public school boards and non-profit boards, the implementation processes are equally applicable to boards of all types. The challenge of governing and leading a complex organization is difficult enough without struggling to develop and use clear, logical and accountable processes. The Art of Governing Coherently does exactly what the title promises. The authors draw from their combined 70-plus years of experience in working with public and non-profit boards, including work with hundreds of boards using both Coherent GovernanceÒ and Policy GovernanceÒ, as they present their insight about how to use the models effectively. Their common-sense implementation strategies for helping real boards deal with real issues, and doing it through faithful utilization of their new governing tools, makes this a continuing reference source for boards as they translate theory into practice.

The Art of Governance is an essential guide for trustees in the performing arts and for the artists, managers, and community leaders who work with them. This book provides the larger context in which trustees govern—the art, artists, history, institutions, and national policies of the performing arts—and also explores more practical issues, such as board development, planning, finance, and fundraising. A wide range of distinguished artists, trustees, managers, and consultants have contributed articles, covering everything from “The Art of Theater” to “Understanding Financial Statements.” An invaluable tool for building an enlightened and inspired board, this resource above all recognizes the need of trustees in the performing arts to find a balance between the uncertainty of artistic creativity and the need for fiscal stability. Editors Nancy Roche and Jaan Whitehead have served on the boards and staff of numerous theater organizations. Nancy Roche has been a trustee of CENTER-STAGE in Baltimore since 1987, serving as president of the board for seven years and as interim managing director for one year. She has been a consultant on governance for the National Arts Stabilization (now National Arts Strategies), a councilor of the Maryland State Arts Commission from 1992-1999, and has twice served as lay panelist for the NEA. In the summer of 2000, she participated as a theater trustee in the National Critics’ Institute at the Eugene O’Neill Theater Center in Waterford, Connecticut, returning in the following summer as a founding member of their week-long Trustees Program. She is a founding member of the National Council for the American Theatre and serves as a trustee and treasurer of the board of Theatre Communications Group. In addition, she serves on the boards of the Roland Park Country School, the Institute for Christian-Jewish Studies, and the Baltimore School for the Arts. She is a graduate of Dominican University and received an MA in teaching and an LLA, both from The Johns Hopkins University. Jaan Whitehead currently chairs the board of the SITI Company, an ensemble theater in New York led by Anne Bogart. She has served on the boards of The Acting Company, Arena Stage, Living Stage, and The Whole Theatre Company, where her particular interests have been board development and institutional change. She has also been a trustee of Theatre Communications Group and the National Cultural Alliance, an arts advocacy group in Washington, and is a founding member of the National Council for the American Theatre. In addition to her work as a trustee, she has been executive director of Theatre for a New Audience in New York and Development Director of CENTERSTAGE in Baltimore. Ms. Whitehead graduated from Wellesley College, holds and MA in economics from the University of Michigan, and, early in her career, works as an economist for private industry and the Federal Reserve Board. She received her PhD in political theory fro Princeton in 1988. She taught at Georgetown University for several years but, as her involvement in theater deepened, she made the arts her main work while retaining her interests in economic and political theory. Drawing on this background, she has recently been writing a series of essays on the challenges facing the arts in a commercial society.

Public administration has evolved into an extraordinarily complex form of governance employing traditional bureaucracy, quasi-government public organizations, and collaborative networks of nongovernmental organizations. Analyzing and improving government performance—a matter of increasing concern to citizens, elected officials, and managers of the organizations themselves—has in turn become a much more fraught undertaking. Understanding the new complexities calls for new research approaches. The Art of Governance presents a fresh palette of research based on a new framework of governance that was first developed by coeditor Laurence E. Lynn, Jr., with Carolyn J. Heinrich, and Carolyn J. Hill in their book, Improving Governance: A New Logic for Empirical Research. That book identified how the relationships among citizens, legislatures, executive and organizational structures, and stakeholders interact, in order to better diagnose and solve problems in public management. This volume takes that relational concept into new realms of conceptualization and application as it links alternative institutional and administrative structures to program performance in different policy areas and levels of government. Collectively, the contributors begin to paint a new picture of how management matters throughout the policy process. They illuminate how, at different levels of an organization, leadership and management vary—and explore both the significance of structural systems and the importance of alternative organizational forms for the implementation of public policies. The Art of Governance shows that effective governance is much more complex than paint-by-number. But if the variety of forms and models of governance are analyzed using advanced theories, models, methods, and data, important lessons can be applied that can lead us to more successful institutions.

Since the crisis in governance which led to a shortage of capable board members, recent years have seen the emergence of the enterprising arts organisation – a development which has led to the need for new types of board members who have a greater understanding of 'mission, money and merit' within a cultural construct. This innovative book explores the world of the arts board member from the unique perspective of the cultural and creative industries. Using a wide range of research techniques including interviews with board members and stakeholders, board observations and case studies this book provides a rich and deep analysis from inside the boardroom. It provides in-depth insight into the changing pressures on arts boards after the financial crisis, and focuses uniquely on the role of passion on arts boards. Part of the Routledge Research in Creative and Cultural Industries Management series, written specifically for people seeking to develop their careers in cultural and creative management, this book is also for people working in and with arts organisations, in government and non-profit arts organisations. It will also be of interest to academics and researchers working in the wider corporate governance field.

Artists and creators in interactive art and interaction design have long been conducting research on human-machine interaction. Through artistic, conceptual, social and critical projects, they have shown how interactive digital processes are essential elements for their artistic creations. Resulting prototypes have often reached beyond the art arena into areas such as mobile computing, intelligent ambiences, intelligent architecture, fashionable technologies, ubiquitous computing and pervasive gaming. Many of the early artist-developed interactive technologies have influenced new design practices, products and services of today's media society. This book brings together key theoreticians and practitioners of this field. It shows how historically relevant the issues of interaction and interface design are, as they can be analyzed not only from an engineering point of view but from a social, artistic and conceptual, and even commercial angle as well.

This is the first book to bring together a focus on governance with that on cultures of consumption. It asks about the changing place of the consumer as citizen in recent trends in governance, about the tensions between competing ideas and practices of consumerism, and about the active role of consumers in the construction of governance. The book seeks to expand the debate about consumers and governance and to raise the possibility of new conceptions and policy agendas.

This original book explores the character of cultural governance of arts and cultural institutions in eight countries across five continents. Examining strategy and decision-making at an organisational level, this is the first empirical contribution on cultural policy and management, revealing how it is applied across the globe in otherwise unexplored countries. Concerned with the assumption that ‘one-size fits all’, the chapter authors analyse how cultural governance is managed within arts organizations in a range of countries to assess whether some locations are trying to apply unsuitable models. The chapters aim to discover and assess new practices to benefit the understanding of cultural governance and the arts sector which have as yet been excluded from the literature. As a collection of local accounts, this book offers a broad and rich perspective on managing cultural governance around the world.

There has always been an inherent tension in the Vedic system between the negative affirmative approaches, between life in the world and renunciation. The book explores the manner in which dharma and yoga harmonize the tensing between the inner and the outward. The book goes on explain how Vedic management, through the concepts of dharma and yoga, encourage peace and concord through selflessness and cooperative behavior and the sacrifice of the ego, opinions and strongly held beliefs so as to harmonize with fellow human beings. The Upanishad system which interiorize Vedic through the yogic way of meditation and contemplation is also examined. The book goes on the to delineate the concept of dharmic management as applied to social concerns and the polity. This is through an examination of the dhramashastras and the two epics, the Ramayana and the Mahabharata. The yogic system as elaborated by Lord Sri Krishna in the Bhagavad Gita is studied to see its impact on managements. The conclusion reached is that Lord Sri Krishan makes management more an art than a science while also making the system flexible and creative. The normative Vedic management system was utilized by Gandhi to set up an organization that toppled one of the mightiest empires known to history. The manner in which this was done is also examined. Some reference form the latest management littérateur are also there and it is left to the reader to decide whether Vedic management is relevant today.

This book is about co-leadership: A leadership practice and structure often found in arts organizations that consist of two or three executives who bridge the art and business divide at the top. Many practitioners recognize this phenomenon but the research on this topic is limited and dispersed. This book assembles a coherent overview and presents new insights of the field. While co-leadership is well institutionalized in the West, it is also criticized for management’s constraint of artistic autonomy and for its pluralism that dilutes leadership clarity. However, co-leadership also personifies the strategic objectives of art, audiences, organization, and community, by addressing plural logics – navigating the demands of artistic vision and organizational stability. It is an integrating solution. The authors investigate its specifics in the arts, including global practice and its interdisciplinary nature. The theoretical frame of plural leadership supports their empirical explorations of the dynamics within the co-leadership relationship and with organizational stakeholders. Data includes the voices of co-leaders, artists, staff, and board members from arts organizations in Canada and Norway. Their abductive reflection generates a stimulating research experience. By viewing co-leadership in action, not as a study of static theories, the book will appeal not only to students and researchers but also resonate with practitioners in arts and cultural management and assist them to work with co-leadership and to manage its tensions. Chapters 1 and 4 of this book are freely available as downloadable Open Access PDFs at http://www.taylorfrancis.com under a Creative Commons Attribution-Non Commercial-No Derivatives (CC-BY-NC-ND) 4.0 license.