Herwig Poeschl ©2009DANCE FOR CHANGE

The new global reality- where are we heading?

The Philosopher:

"Life is lived forward but understood backward."

Søren Kierkegaard

The Scientist:

No problem can be solved from the same consciousness, that created it. we must see to learn the world anew.

Albert Einstein

The Science Fiction of Yesterday is Science Fact

Today

Videosynthesizing Digital Film

The Pioneer:

The best way to predict the future is to create it.

Peter Drucker

Thrust inBig Business and Big

Governmentis falling

Multilateral cooperation

in crisis

Proliferationof terrorism

and diseases

Massificationof highereducation

Manufacturingand engineering

relocates eastward

Financial CrisisThe demographic

”time-bomb”-and migration

pressure

Today

• Inc

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eria

l wea

lth

• Val

ue re

orie

ntat

ion

• Dig

italis

atio

n an

d in

fo o

verfl

ow

•

Technology a

dvances

•

Globalisatio

n and interconnectio

n

•

Knowledge intensiv

e economies

•

Individ

ualisatio

n

•

Networked so

cieties

•

• Counter globalisation

• Ecological pressure

• Instability The Risk Society:

An unstable world

The Knowledge Society:

Networked Intellectual Capitalism

The Dream Society:

Putting value on intangibles

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.

• 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.

Some Scenes From Today …

• 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

The New Nationalism

• The industrial nations are dumping ”problem production” and banned home market products on permissive 3. world markets

• Limited success with global climate protection initiatives

The Global Sewer System

• 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

The Power Aggregation

• 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,…

Expanding The Legal Wastelands

• 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

The Family Stronghold

• 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.)

The Business Dynamics

Traditional company in 2000

Company in 2010

PHYSICAL CAPITAL

WORKING CAPITAL

HUMAN CAPITAL

BRAND CAPITAL

Sales

”push” focus

Customer

”pull” focus

Customer

focus

Low

Low

Production

focus

High

High

Changes In The Business Value Chain

Platform Of Social 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)

Companies will need to develop an organisation specific platform of social capital in order to grow and harvest their intellectual capital

Growth of intellectual capital

• 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.

Manuel Castells On The Network Society

Physical needs

Security

Physical needs

Security

Realising own dreams

Self recognition

Social needs

From:”Fulfilling others dream”

• Others setting the agenda• Wage increase as a primar goal• Wages increase through working longer hours• Low life satisfaction

To: ”Fulfilling your own dreams”

• Control over own life• Self realisation as primary goal• More time spent on what is seen as ”meaningful”• Higher life satisfaction

Realising

own dreams

Self recognition

Social needs

Meaning Of Life - Work?

ARTS & CULTURE

Politics

People

Economy

Business

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

The Dream Society:Putting Value On Intangibles

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.

But Not A Dream For Everyone…

Call For A Vision Period

• Political• Economic• Social• Technology• Environmental• Legal

Transform utopia

into reality

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

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

Axiom

“when I saw the picture, I understood,

that I’m not prison in that world”

Georgji Costakis

� “To make people free is the aim of art”

� All should become artists� The society as social sculpture� transformation to allegorical

narratives

The Real Shaman

The Big Social Game

Culture Is How We Play Games And Roles

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

•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

Some Demands On Social Games

� To build creative communication

� To create conditions for developing and realising ideas

� To develop social organisations as factories for ideas

Visioneers

• 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

Communicators

• 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

Wizards

� For people� For ideas� For the unexpected� For the difficulties� For the social game� For the arts

Playing The Game With Passion

� From Aristoteles to Hollywood tragedies and comedies

� Myths, stories, dramas

Who Understand That This World Needs Poetry

Art Is Something Like The Experience Of A Psychoanalysis

Axiom Catharsis

The Aristotele Lecture

Sympathy

Identification

Shock

Purification

� To say mass� To provide a dinner spectacle� The play of fools and clowns

Some Archetypes Of Cultural Games

� Whom to invite� Prepare the setting� Purchase of fresh

victuals� Cuisine - cooking� Set the table, serve

the wine� Enjoy - savoir vivre

A Dinner Spectacle For Friends

Art As A Metiér Is To Master The Black Box

• 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

The Art Mode („Kunstbetrieb“)

• 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

... Art mode

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

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)

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)

Passion

• For people

• For ideas

• For the unexpected

• For the difficulties

• For the social game

• For the arts

a „market“ to discuss values and societal norms and to organize a productive dialogue to initiate change

Work In The Public

• as a basic element of art• adds reception as a new dimension

The Audience

Work Of Individuals

� 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

Cultural Production

CP Needs Governance

• Governance relates to decisions that define expectations, grant power, or verify performance

• It consists as a part leadership processes

CP Needs Leadership

• .....to work with people in extreme situations

“Leadership Is The Capacity To Translate Vision Into Reality.”

... And Management?

• A myth of the industrial society• A chiffre for Zeitgeist• The believe on progress and

feasibility• The business as Lifestyle

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

Integrity Vs. Management

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

Management As A Function

How 2Do?

• maneggiare

• manus agere

• take your people by the hand

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

The Papalagi Lecture

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

• Power• conflict resolutions• bureaucracy• life cycle• gender problems• stress, self concentrated• opmentworking atmoshere• different ethics and values

Syndroms In Arts Organisations

• 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

Syndroms ff.

Typical management-techniques mostly

demotivate artists and people in arts organisations

It depends on you

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)

Believe In Your Own Mission

Keep An Eye On Your Inner Fiery Core

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“

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

� 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

The Power Of Clowns

“The real voyage of discovery consists, not in seeking new landscapes, but in having new eyes.”

– Marcel Proust

The Real Voyage Of Discovery

Excuse me for interrupting you