This is one of my basic lectures on the challenges for cultural production and cultural change.

2. DANCE FOR CHANGE
Herwig Poeschl ©2009

3. The new global reality
- where are we heading?

4. The
Philosopher:
quot;Life is lived
forward but
understood
backward.quot;
Søren Kierkegaard

5. The Scientist:
No problem can be solved
from the same
consciousness, that
created it. we must see to
learn the world anew.
Albert Einstein

6. Videosynthesizing Digital Film
The Science Fiction of
Yesterday is Science Fact
Today

7. The Pioneer:
The best way to predict the future is
to create it.
Peter Drucker

8. Proliferation
of terrorism
Multilateral and diseases
cooperation
Thrust in in crisis
Big Business and Big
Government
is falling Manufacturing
and engineering
relocates eastward
Massification The demographic
Financial Crisis ”time-bomb”-
of higher
education and migration
pressure

9. The Dream Society:
Putting value on
intangibles
ow
h
alt
erfl
we
s n
ce tio The Knowledge Society:
ov
n c
va ne ies
ial
nfo d n Networked Intellectual
ter
y a erco nom
n
tio
g t
di
ma
olo d in o Capitalism
nta
n ec
an
ch n an sive
ng
rie
Te n
on
tio nten satio ies
• V reasi
eo
a
ati
lis ei li t
ua ocie
er
b a g
alis
ed divid d s
c
o
Gl
alu
wl
• In
igit
K no In
o rke
•D
•
N etw
•
•
Today • • Counter globalisation
•
• Ecological pressure
•
• Instability The Risk Society:
An unstable world

10. The Risk Society:
An unstable world in a tight leach,
modern society is exposed to a
particular type of risk that is the
result of the modernization process
itself, altering social organization.

11. • In the Risk Society, the societal risk level has gone from being local to be system-wide and global.
We are moving from a world of known enemies to one of unknown dangers and new risks.
• The distribution of “goods” and the distribution of “bads” are too interconnected, and the “open and
everything is connected” world is challenged…
• The social explosiveness of risks are becoming real; it sets off cultural and dynamic changes that
undermines traditional bureaucracies, institutions, and organisations
• The classical institutions of the nation-state are under pressure and people are protecting their own
interests. New options are emerging to fill the vacuum; national and regional protectionism, as well as
new trans-national institutions.
• Security and protection are high on everybody’s agenda: both on a nation-state level but also within
the business world. Governments will be preoccupied with concern for public health and safety for its
citizens. Safety is also a major concern when doing business, and is a differentiator.
• The technology development rate is high, as well as spending on security measures, protection in all
forms, insurances, defence budgets, etc. Safety, security and trust are important competitive
weapons in business life.

12. Some Scenes From Today
…

13. The New Nationalism
• Strong worldwide waves of
nationalistic/ conservative politics
• Protectionism makes a strong
comeback: restricted border crossing,
trade barriers
• More scepticism towards foreigners –
fear of work competition

14. The Global Sewer System
• The industrial nations are dumping
”problem production” and banned
home market products on
permissive 3. world markets
• Limited success with global
climate protection initiatives

15. The Power Aggregation
• Growing insecurity due to internal and external
enemies of the society
• Legitimates the society’s ”aggregation of
power” as a counter-balance
• Powerful ”HUB of command” combining the
forces of the military, police, health control and
civil security
• Reduced civil liberties
• Extensive personal information databases
• Extensive international power networks of law
enforcement – rooted in anti-terrorism

16. Expanding The Legal Wastelands
• Growing shadow economies
• Organized crime are gaining terrain
• Authorities are letting some battles go in order to concentrate on others: light
drug legalisation
• Priority of ”heavy crimes” – terrorism, violence. Less focus on computer
crimes, piracy, sex-crimes,…

17. The Family Stronghold
• Strengthened family values –
protect your own skin
• The protection in the group –
closer networks, growing
”tribes” in social life
• The family neighbourhood –
generation and group housing

18. The Business Dynamics
• High risk – high return business dynamics
• Strong technological development driven by
defence and security
• Hunt for new market positions – high risk mass
market products, low risk products for high
end markets
• Age of quick fortunes and spectacular
bankruptcies
• Development of local ”cell” economy – self
sufficient small societies (power supply, food
production, etc.)

19. Changes In The Business Value Chain
Sales Customer
”push” focus ”pull” focus
BRAND
CAPITAL
Production
focus HUMAN Customer
CAPITAL focus
High
WORKING
Low
CAPITAL
High PHYSICAL Low
CAPITAL
Traditional company Company in 2010
in 2000

20. Platform Of Social Capital:
Companies will need to
Growth of
develop an organisation
intellectual
specific platform of
capital
social capital in order to
grow and harvest their
intellectual capital
Social capital is the stock of active connections among people: the trust, mutual understanding,
and shared values and behaviours that bind the members of human networks and communities
and make cooperative actions possible (Cohen and Prusak:In Good Company, 2001)

21. Manuel Castells On The
Network Society
• A new kind of organization, the Network Enterprise, has arisen to operate
in the global economy.
• Successful organizations in this economy are those which can generate
and process knowledge efficiently; ’
• The Network Society has changed the nature of space, since movement
within a network has replaced presence at any location as the locus of
power.
• The new information technology paradigm lets networking pervade the
entire social structure.
• The emergence of the Network Society has changed the way nation-
states operate;
• Taken together, these changes offer a new paradigm for the Information
Age. The world is being split between a techno-elite, globally connected,
and communal identities, locally entrenched.
Power resides in the net, not at the nodes, and it cannot be controlled from a
node.

23. Meaning Of Life - Work?
From:”Fulfilling others dream” To: ”Fulfilling your own dreams”
• Others setting the agenda • Control over own life
• Wage increase as a primar goal • Self realisation as primary goal
• Wages increase through working longer • More time spent on what is seen as
”meaningful”
hours • Higher life satisfaction
• Low life satisfaction
ising
Real reams Realising
d
own ion own dreams
recognit
Self Self recognition
eds
Soci al ne
Social needs
Security Security
Physical needs Physical needs

24. Politics
ARTS & CULTURE
Economy
People
Business

25. The Dream Society:
Putting Value On Intangibles
We have reached the point where we realise
that more money can not give us more
happiness
When money no longer is the purpose, we
seek to enhance our lifes through living out
our dreams, in seeking meaning and
spirituality
Tangable products are easily copied and are
therefore no longer scarse. Intangables such
as time, space, unspoiled nature and uniqe
experiences become the most valued assets
The technology has helped us automate and
eliminate monotonous occupations and
standard procedures. Instead people work
with providing the ”human touch”
We witness an increase in differences between
those who can affored to realise their dreams
and those who can not

26. But Not A Dream For Everyone…
Increasing tensions between those with the
opportunity to live in the dream society and
those outside
The West becomes heavily de-industrialised,
many former workers struggels to re-train for
new jobs
A lot of industries ends up in “commodity
traps”
Increasing “dream society”-imperialism
through misunderstood charity towards
underdeveloped & industrialized countries.

27. Call For A Vision Period
• Political
• Economic
• Social
• Technology
• Environmental
• Legal

28. Transform utopia
into reality

29. Utopia usually has no place -
cultural projects, centres ... are that place

30. Axiom
The arts as a
nucleus of
freedom,
communication
and interaction -
looking behind the
mirror

31. “when I saw the picture, I
understood,
that I’m not prison in that
world”
Georgji Costakis

32. The Real Shaman
“To make people free is the aim
of art”
All should become artists
The society as social sculpture
transformation to allegorical
narratives

33. The Big Social Game
Culture Is How We Play Games
And Roles

34. The Big Social Game
• To invent new social games
• New rules for the social game
• New roles for the actors
• New signs and symbols for social
communication
• To develop the need for social
games

35. Some Demands
On Social Games
•To provide fun on
communication
•To explain who we are and
where we are coming from
and where we should go
•To open windows of
opportunities
•Do something that future
again becomes a future

36. Visioneers
To build creative
communication
To create
conditions for
developing and
realising ideas
To develop social
organisations as
factories for ideas

37. Communicators
• Understanding of the
world
• Encoding and decoding
of symbol systems and
settings of signs (... of
“social games”)
• The ability to make clear
what is going on ...
• To transform ideas into
organisations

38. Wizards
• Creating conditions /
frameworks
• To mediate between ideas,
social games and the arts
• To make arts and culture as
a central enzyme of the
society
• To open spaces for arts and
social
• To develop the dialogue
between culture policy and
economy

39. Playing The Game With
Passion
For people
For ideas
For the unexpected
For the difficulties
For the social game
For the arts

40. Who Understand That This
World Needs Poetry
From Aristoteles to Hollywood
tragedies and comedies
Myths, stories, dramas

41. Art Is Something Like The
Experience Of A Psychoanalysis

42. Axiom Catharsis

43. The Aristotele Lecture
Sympathy
Identification
Shock
Purification

44. Some Archetypes Of Cultural
Games
To say mass
To provide a dinner spectacle
The play of fools and clowns

45. A Dinner Spectacle For
Friends
Whom to invite
Prepare the setting
Purchase of fresh
victuals
Cuisine - cooking
Set the table, serve
the wine
Enjoy - savoir vivre

46. Art As A Metiér Is To Master
The Black Box

47. The Art Mode („Kunstbetrieb“)
• art needs an organization who provides
the ressources and services for arts
production
• the arts business needs its own
categories, norms and canonizations
and the rediness to put these rules and
regulations permanently int question
• the members of arts organizations have
the character of communities

48. ... Art mode
• the challenge is to meet the
manifold and heteronomous
expectations who are
unpredictable in their complexity
• Realize utopia
• to handle the unforeseen
• and to make the „show“ happen

49. Elements Of Arts As Social
Game
• Imagination
• Visions
• Passion
• Work in the Public
• Audience
• Work of Individuals
• Value chain of cultural production

50. Imagination
• Creating conditions / frameworks
• To mediate between ideas, social games
and the arts
• To make arts and culture as a central
enzyme of the society
• To open spaces for arts and social
• To develop the dialogue between culture
policy and economy
The Man Who Can‘t Visualize A Horse Galloping
On A Tomato Is An Idiot (Andre Breton)

51. Vision
• How to build creative communication
• How to create conditions for developing
and realising ideas
• How to develop social organisations as
new factories for ideas and social
games
“Vision Is The Art Of Seeing Things
Invisible.” (Jonathan Swift)

52. Passion
• For people
• For ideas
• For the unexpected
• For the difficulties
• For the social game
• For the arts

53. Work In The Public
a „market“ to discuss values and
societal norms and to organize a
productive dialogue to initiate
change

54. The Audience
• as a basic element of art
• adds reception as a new dimension

55. Work Of Individuals

56. Cultural Production
To realize ideas by the synthesis of
idea and power
Idea is the imagination of an artistic
product or cultural service
Power is to finance the realisation
of ideas by communication and
authority

57. CP Needs Governance
• Governance relates to decisions that
define expectations, grant power, or verify
performance
• It consists as a part leadership processes

58. CP Needs Leadership
• .....to work with people in extreme
situations
“Leadership Is The Capacity To Translate Vision
Into Reality.”

59. ... And Management?
• A myth of the industrial society
• A chiffre for Zeitgeist
• The believe on progress and
feasibility
• The business as Lifestyle

60. Integrity Vs. Management
Harvard Will Shut Business School Doors
By John Leverett
Published: July 4th, 2009
Harvard University Business School will be closing its doors following an unprecedented
drop-off in applications this fall. The school will be renamed the Harvard University School of
Integrity, and students will receive Masters in Integrity and Compassion, or M.I.C.s.
“We believe that the recent increase in visibility of progressive movements and ideals,
coupled with the demotion of free-market capitalism as a viable belief system, has led
students away from training in accumulation for its own sake and into fields where they can
advance peace and justice,” said Harvard spokesperson.Susan Morrison
It became apparent in early 2009 that enrollment in fields like marketing, advertising,
corporate communications, and management dropped 44 percent, while enrollments in fields
like social work, journalism, and community organizing were up 53 percent in the same
period.
“We’re not sure if it’s an anomaly or an indicator of a long term trend, but there’s definitely a
change,” said Morrison.
New York Times

61. Management As A Function
• ..... to become responsible for the
organization of social processes to
achive the aims of a cultural service
or cultural goods ( products, events,
research ... )

62. How 2Do?
• maneggiare
• manus agere
• take your people by the hand

63. The Papalagi Lecture
If you someone want to
learn how to build a boat,
tell him where he will drive
with the boat, what he will
discover …

64. Learn Tools For Change In Arts
Organisations
Value Innovation
Scenario Planning
Game Planning
Appreciative Inquiry

65. Syndroms In Arts Organisations
• Power
• conflict resolutions
• bureaucracy
• life cycle
• gender problems
• stress, self concentrated
• opmentworking atmoshere
• different ethics and values

66. Syndroms ff.
• between complex questions of a very
complex production, reception,
distribution and reflection of arts and their
media with an uncredible dynamic emerge
typical problems which are not to solve
with management techniques
• these syndroms raise in the social
interworking of individuals

67. Typical management-
techniques mostly
demotivate artists and
people in arts organisations

68. It depends on you

69. Develop Your Own Social Game
“Be an explorer...read, surf the
internet, visit customers, enjoy arts,
watch children play...do anything to
prevent yourself from becoming a
prisoner of your knowledge,
experience, and current view of the
world. (Charkes Thompson)

70. Believe In Your Own Mission

71. Keep An Eye On Your Inner
Fiery Core

72. Stay The Way You Are - Remain
Authentic
If someone asks me at the hotel
reception „what is your
profession“ ? (cultural producer,
arts manager, community activist,
lecturer, trainer, consultant,
researcher ....) my reply is
„Poeschl“

73. Need Of A Pro-madness Agenda
• We must prepare ourselves for a world
whose terrors are etched upon ancient clay
tablets recounting the fever-dreams of the
other gods
• Do not dwell in blissful ignorance of the
chaos that awaits you in the world, in the arts
• We have to set up an 6 points agenda

74. The Power Of Clowns
Every act, every gesture, every idea,
every passion is the extreme synthesis
of man and mask worn on the face,
mysterious and never fully identifiable -
a social game
Clowns are custodians of creativity
Art of failing
Solving difficult problems playfully

75. The Real Voyage Of Discovery
“The real voyage of discovery consists, not
in seeking new landscapes, but in having new
eyes.”
– Marcel Proust

76. Excuse me for
interrupting you