In a message dated 9/18/97 11:44:19 AM, mcore@IDT.NET (Ray Evans Harrell)
wrote:
>Most business, must by nature of the need
>for profit, function within [directed processes], but if you are in a
>business with
>little physical capital and flying on the information, that is a different
>matter completely. That is closer to the total intellectual capital of a
>Fine Arts production company. I believe that we have a lot to share.
Ray,
For the last five or so years, I've had the notion that high performing
arts groups of any kind are role models for the organization of the
future. I am very interested in your perspective on the practices and
principles of a high performing arts organization, based on your
experience in arts organizations. In other words, I'd love to hear your
thoughts on what fine arts production companies have to share with
business.
But as you respond to my question, could you please address the following
concerns as well?
1. Could the critical practices and principles be tacit since they are so
embodied?
2. Are there POOR performing arts organizations using the same
principles? From my perspective, not all arts organizations are high
performing, so I want to flesh out the truly meaningful practices and
principles.
3. How do the practices and principles of high performing arts
organizations compare with high performing athletic organizations? Are
there universal principles from both arenas that businesses could learn
from?
I look forward to your response!
Regards,
Margaret McIntyre
margmci@aol.com
--Learning-org -- An Internet Dialog on Learning Organizations For info: <rkarash@karash.com> -or- <http://world.std.com/~lo/>