Lerman’s most recent book, Hiking the Horizontal: Field Notes from a Choreographer, sparked another interesting topic of conversation at that same event.
In her book, she dedicates a section to “Structures and Underpinnings.” In the introduction to that section, Liz acknowledges that her dance company is always in transition, and attributes this frequent shape-shifting to the improvisational structuring that informs choreography.
At the event, Liz emphasized the importance of building flexible structures in our art and our arts organizations. This idea resonated deeply for me. Too frequently we identify a process, idea, or concept as successful, then proceed to build walls around it. That marketing strategy worked for one show, so now we need to do it for every show. Creating inflexible structures not only inhibits our success as emerging leaders, but also inhibits our ability to create and support art in our community.
The conversation about flexible structures immediately made me think of a survey I was creating at work to assess interest in a project. We had filled the questionnaire with “select one” answers designed for quick and easy analysis of the results. Read the rest of this entry »