THE RESOURCE DISTRIBUTION PROBLEM
It became clearer and clearer as we engaged in discussions about the persistent issues, the roles and expectations in the field that there is a considerable and growing...
View ArticleSEIZING PERMISSION, LETTING OLD STRUCTURES GO
We have consistently observed that one of the greatest barriers to change in any organization are the existing structures, expectations and ways of working that, while established to...
View ArticleOPTIMIZING TRANSITION, MITIGATING DISRUPTION
The creative and operating life of any arts organization unfolds in fits and starts. Rather than gliding through extended periods of seamless stasis, the reality for most organizations...
View ArticleREFRAMING THE SYSTEM
In the nonprofit arts sector, we have been dealing with issues of scarcity for a long time. There is never enough and survival is a continual struggle both...
View ArticleLEADERS ARE THE CHANGE AGENTS
Uniformly in the TLC Toronto outcomes we observed that the roles, relationships and success of the professional arts leadership and the organization were inextricably linked. We know from...
View ArticleTHE CYCLE AND PATTERN OF CHANGE
Change is not just a fact of life but also a sign of life. All human systems, including organizations, networks and sectors have life cycles in which complex...
View ArticleDIMENSIONAL THINKING & PLANNING
Traditionally, planning has emphasized linear chronological thinking, which simultaneously encourages projecting the immediate past onto the future (hindsight), while idealizing or romanticizing future...
View ArticleINTRODUCTION : SEIZING PERMISSION SERIES
Theatres Leading Change Toronto (TLC Toronto) was a consortium initiative that continued a body of work exploring and learning from practitioner-led change that we have been pursuing since...
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