Slide 1 - Advance The Arts by yaohongm

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									                                                  SUSTAINING
                                                 COMMUNITIES
                                                  ADVANCING
                                                   THE ARTS


                                              COMMUNITIES ADVACING THE ARTS
                             Jerry Yoshitomi - MeaningMatters, LLC – MeaningMatters@gmail.com
                                               San Francisco, CA – November 2010
                                                                                                                                                                 1
This work is licensed under the Creative Commons Attribution-Share Alike 3.0 License. To view this license: http://creativecommons.org/licenses/by-sa/3.0/us//
Describe an occasion, personally meaningful
to you, when a Communities Advancing the
Arts activity changed/improved the life of
someone (or a group of people) in your
community.

When did this occur? What is the person’s first
name? Who else might have been involved?
Please describe the occasion with a simile,
metaphor, or just a word.
                                                  2
Unfreezing Moments
                          External Actions        Changed Behavior
                                                  Becomes the New
                     U                            Normal
                     N
Current              F       Changed
Behavior #1          R       Behavior        R
                     E                       E    Changed Behavior
                     E
                                             F    Becomes the New
                     ZI
Current                      Changed         R    Normal
                     N
Behavior #2          G       Behavior        E
                                             E
                     M                       ZI
                     O                       N
                     M                       G
Current              E       Changed
Behavior #3          N       Behavior
                     T                            Changed Behavior
                                                  Becomes the New
                                                  Normal
                          Internal Actions
                                                                     3
What is different today vs. 2004 for you?
• What was your age? Who was your partner/date?
  What car were you driving?
• How were you listening to music? How did you
  communicate with your peers? Did you tweet or
  sign onto Facebook? What was your favorite outfit?
• What was the amount of funding to the arts from
  your Community Foundation? What is it today?
  How might things be different in your community
  in 2012 compared to 2004?

                                                 4
The Value System Surrounding Arts Participation
  Alan Brown, Values Study for Connecticut Arts Commission




                                                             5
       Transformational Infinity Loop (Issues/Vision
                         Driven)




http://stations.cpb.org/tv/grants/ff/02_pbs_dev_conf_keynote.html
                                                                            High Impact Philanthropy    6
                                                                    Kay Sprinkel Grace, Alan Wendroff
Building the Co-Creative Enterprise - Give all your stakeholders a bigger say, and they’ll lead you to better
insights, revenues and profits - Venkat Ramaswamy and Francis Gouillart


People are inherently creative & want to shape
their own experiences.
• The best way to co-create value is to focus on the
  experiences of all stakeholders.
• People want to interact directly with one another.
• People want more control/choice
• Provide platforms that allow stakeholders to
  interact and share experiences.


                                                                                                          7
Those who “agree a lot” that “my contribution makes a difference” give
    three times more, on average, than those who “disagree a lot”

                                        AVG. GIFT OVER FOUR YEARS, BY DEGREE TO WHICH
                                         RESPONDENT BELEIVES "MY CONTRIBUTIONS TO
                                                [PROGRAM] MAKE A DIFFERENCE"
                                 $700

                                 $600
     Avg/ Gift over Four Years




                                 $500

                                 $400

                                 $300

                                 $200

                                 $100

                                 $-
                                           Disagree a lot   Disagree a little   Agree a little   Agree a lot


    C. WolfBrown, all Rights Reserved
•   People want to believe.
•   People want to belong
•   People want to contribute.
•   People seek transcendence.




Wayne Baker, University of Michigan Business School

                                                      9
INCREASE ENGAGEMENT, ADD MORE VALUE TO THE EXPERIENCE THEN MONETIZE IT.
                CREATE A PRODUCT PEOPLE CAN INVEST IN




                                     Central Asia Institute School Supplies
                                     Your $20 donation covers the approximate cost of annual
                                     school supplies for a student, especially for girls and
                                     women, at the Central Asia Institute's schools in rural
                                     Pakistan or Afghanistan.

                                     Grassroots International Gardening Tools for an Urban
                                     Garden
                                     Your donation of $75 helps a family help itself and builds
                                     community by covering expenses for gardening tools,
                                     watering cans, soil and fertilizers to build an urban
                                     garden in the Gaza strip.

  http://www.ourvoicestogether.org/site/PageServer
                                                                                             11
12
CREATE A PRODUCT PEOPLE CAN INVEST IN




                                        13
Ways to ask:
• A letter is not an ask: An ask is from one
  person to another person
• Personal ask: Start with those you know.
• “Friend-raiser”: Those you know ask others
  they know. – House Parties
• “Church” ask: Public/private pitches +
  envelopes
• People seek to donate to specific impacts, not
  organizations

                          San Francisco Foundation and East Bay Community Foundation   14
                                     Fund For Artists Matching Commissions
        Principles of Persuasion (from Cialdini’s Influence) – Decision Triggers


Reciprocity - Obliged to give back those who’ve given to us
Consensus - Decide what's appropriate by examining what others
  do – social identity theory
Authority - Rely on superior knowledge for guidance
Consistency - Once making choice/stand, personal &
  interpersonal pressure to be consistent with that commitment.
Scarcity – Opportunities appear more valuable when less available
Liking - Say "yes" to those we know/like (or who like us)
The Contrast Phenomenon
Timing

                                                                                   15
                                    Transactional Framework




  Foundations                             Government/
                                          Legislature/
Individuals                               Mayors/
                                          City Councils



                       # Events, Art/Artists,
                       & # of Participants

                                      Public Funds
                Private Funds




                My Favorite
                Arts Organization
                or Artist




                                                              16
   Benefits, Participation and Public Value (BPPV) Triangle
                        Mark Moore – Creating Public Value



              Ticket Buyers, Donors, City Council,
Authorizing   Local Foundations, Media
              Elected Officials, Public Arts Agencies
Environment   Businesses, Parents, Members, Artists,




                                                           Benefits/Value
                                                           Environment




                                       Arts
EQUILIBRIUM                            Org/
                                       Artist




                                                        Operating
                                                        Environment


                                                                            17
                                       Transformational Framework
                             Benefits, Participation and Public Value Triangle
               Altered Relationships
               with Authorizers
                                             Collect & Communicate
                                             Evidence of Benefits/Value
                                             Relevant to Needs & Aspirations    What community issues
                                                                                can arts EXPERIENCES
                                                                  Public
                                                                                address and solve?
                                                                  Value
                                                              Personal
                                       Support
           Active Listening                                   Benefits
           To People’s Needs
           & Aspirations
                                                 Arts
                                                 Org/                 Create Deeply
                                                 Artist               Engaging
                                                                      Experiences




                                                          New Knowledge
Easier to communicate what we do that
addresses people’s existing values vs.                    On Increasing
changing their values to align with ours                  Participation


           Operating Environment -
           Understandings & Capacities

                                                                                                        18
19
http://www.nten.org/blog/2010/09/03/how-use-causes-your-yearend-fundraising-appeal
                                                                              20
21
       Five Segment Donor Model
                  PERFORMING ARTS DONOR SEGMENTATION
                                   MODEL (N=1,738)

                   Youth-Focused                     Intrinsics
                       21%                             22%




             Marquee Donors
                  23%                                     Networkers
                                                             23%

                                      Co-Creators
                                         11%




C. WolfBrown, all Rights Reserved
Message values more & less about project details;
connect to values, motivations & interests outside arts:
• Localism: concern for one’s community and for
  artists living in the community
• Progressivism: interest in being “on the leading
  edge of art and ideas”
• Humanism: concern for social justice and equal
  opportunity
• Bonding: Civic affairs & community improvement;
  appetite to expand social networks/make new
  friends
• Distinction: “Great works that have stood the test
  of time”& artists of national/international reputations
                              San Francisco Foundation and East Bay Community Foundation   23
                                          Fund For Artists Matching Commissions
                    Five Value and Interest Factors
                                            HUMANISM
                                   Repay      (82%) Alleviate
                                  Society                        Suffering
                                             Social
                                                                                  Education
                                            Justice
              Individualism                                 Increase
                                                          Accessibility       Diversity
                            Cutting Edge Art
                                                                                          Support
                                      Anti-Establishment                             Individual Artists
      PROGRESSIVISM
                                             Support
          (29%)                             New Work                      Small Group
                                                                                              Community-based
                                                                                                 Projects
                                                                           or Project


                                                                                               LOCALISM
          Social Networking                                                                      (59%)

              Civic Duty              Cultural Heritage
                                                                                                            Significant
Strengthen Family                                                                                          local impact
   Relationships



    BONDING                Spirituality
     (50%)                                                                   Organizational
                                                                             Sustainability


                                                                                          Greatest Works
                                                                DISTINCTION                 of All Time

                                                                   (61%)
                                               World-Renowned
                                                    Artists                                                               24
                 THINKING ABOUT OUR DONORS




• How would you cluster/segment your
  donors?
• Describe their values/attitudes. What
  community issues can be addressed by the
  arts?
• What’s the best method/message to reach
  them?
• What behavior do you hope for?
• What might be the long-term outcomes?
                                             25
                                                  SUSTAINING
                                                 COMMUNITIES
                                                  ADVANCING
                                                   THE ARTS


                                              COMMUNITIES ADVACING THE ARTS
                             Jerry Yoshitomi - MeaningMatters, LLC – MeaningMatters@gmail.com
                                               San Francisco, CA – November 2010
                                                                                                                                                                 26
This work is licensed under the Creative Commons Attribution-Share Alike 3.0 License. To view this license: http://creativecommons.org/licenses/by-sa/3.0/us//
                                       SUSTAINABILITY

                                     LEADING WITH
                                  LIMITED AUTHORITY
      You don’t have to be a person of influence to be influential
                        Scott Adams (Dilbert)
              Ronald Heifetz Leading with Limited Authority in Leadership Without Easy Answers
                                        Michael Useem Leading Up
                  Patrick Lencioni - The Five Dysfunctions of a Team & Death By Meeting
                            Jerry Yoshitomi Is Knowledge in the Right Places?


                                                       Jerry Yoshitomi
                                      MeaningMatters, LLC - www.meaningmattersnet.net
                                                      November 2010                                                                                  27
This work is licensed under the Creative Commons Attribution 3.0 License. To view a copy of this license, visit http://creativecommons.org/licenses/by/3.0/
           Sources of Resistance to Innovation

• Values & Previous Mission
    – Social Norms
•   Competitiveness
•   Competency & Capacity
•   Equilibrium
•   Confidence

Most of us Don’t Know What to Do!
                                                 28
Systems Thinking – Counteracting Diminished Expectations (Senge)




                                                      Updated Aspirations

                                                Contemporary Capacities

                                            New Knowledge

                                        Make Mistakes Early & Often




                                                                       29
                     YOUR ROLE AS THE LEADER OF ORGANIZATIONAL CHANGE[1]

• Establish a sense of urgency to sustain the social
 values/mission critical to your organization
• Build a powerful guiding coalition so others feel ownership
• Create a compelling vision of the future, including examples of
 success
• Communicate the vision
• Empower others to act by transferring ownership
  to a working team. Get others to take responsibility/credit for
 successful implementation. Make everyone a hero
• Plan for and create short-term wins so others will remain
 optimistic and see evidence that your vision for change is possible to
 achieve.
• Integrate improvement into day-to-day actions
• Institutionalize new approaches - model new behavior
• Challenge the prevailing organizational wisdom
  •[1] Wingfield, Betty Henderson, Managing Organizational Change in Dees, Emerson & Economy, “Strategic Tools for Social
                                                                                                                     30
  •Entrepreneurs,” p. 288, Kanter, Rosabeth Moss, “The Enduring Skills of Change Leaders,” Kotter, John, “Leading Change”
                    Leadership with Limited Authority

• Develop new outcome measures on which programs
  will be evaluated
• Creative Deviance on the Frontlines
• Draw attention to issues without drawing too much
  attention to myself
• Understand boss’s dilemma & pains of change,
  choose tactics accordingly. Don’t blame or attack
  the boss. Look at the situation from his or her point
  of view
• Short attention spans - 30 seconds? Use this
  attention wisely. Make interventions short,
  intelligible, simple, & relevant
                                                        31
32
                          Readiness assessment: From Evolve, by Rosabeth Moss Kanter


                                                                       Clear           Qualified Not
                                                                       Yes             Yes       Sure   No


1. Do I feel strongly about the need for this?        3                                2        1       0
2. Does it fit my long-held beliefs, values &         3                                2        1       0
convictions?
3. Have I thought about something like this for a     3                                2        1       0
long time, hoped for something like this?
4. Do I think that it is vital for the future of my   3                                2        1       0
organization and people I care about?
5. Do I get excited when I think about it, and        3                                2        1       0
convey excitement when I talk about it?
6. Am I convinced that this can be accomplished?      3                                2        1       0
7. Am I willing to put my credibility on the line to  3                                2        1       0
promise action on it?
8. Am I willing to sell it to other people who might  3                                2        1       0
not "get" it right away?
9. Am I willing to make this a major focus of my      3                                2        1       0
own activities?
10. Willing to put in my own personal time, above     3                                2        1       0
& beyond organizational time, to see that this happens?
11. Am I committed to seeing this through, over the 3                                  2        1       0
long haul?                                                                                              33
        Principles of Persuasion (from Cialdini’s Influence) – Decision Triggers


Reciprocity - Obliged to give back those who’ve given to us
Consensus - Decide what's appropriate by examining what others do –
  social identity theory
Authority - Rely on superior knowledge for guidance
Consistency - Once making choice/stand, personal & interpersonal
  pressure to be consistent with that commitment.
Scarcity – Opportunities appear more valuable when less available
Liking - Say "yes" to those we know/like (or who like us)
The Contrast Phenomenon
Timing


                                                                                   34
                    Behavioral Model of Participation (by McCarthy & Jinnett -RAND)



 Attributes/                                      Practical               Participation   Reaction to
               Perception of benefits
 Backgrounds                                      Barriers or             Experience      Experience
               of participation
                                                  Enhancements


Socio-
demo-           Personal
graphic           beliefs
charac-           about
teristics      participation        Attitudes
                                    toward           Intention/
Personality                                          decision to          Participation   Reaction to
                                    partici-
factors                                              participate          Experience      Experience
                                    pation
Past           Perceptions
experience       of social
                  norms
Social/           toward
cultural       participation
identity




                                                                                                  35
                 Next Steps

Easier to communicate what we do that aligns with
 people’s existing values or goals vs. changing
 their values or goals to align with ours.

Think about a superior/colleague/donor.
• What are their values/attitudes. What issues do
  they want to address? What have they said?
• How might you frame messages, messengers &
  methods to gain the resources you need?
• How would you measure success? What would be
  the long-term outcome for your Community? 36
                     Next Steps


What key message(s) did I hear today that I
 can use tomorrow?

What will be the first steps I’ll take?




                                              37
                                       SUSTAINABILITY

                                     LEADING WITH
                                  LIMITED AUTHORITY
      You don’t have to be a person of influence to be influential
                        Scott Adams (Dilbert)
              Ronald Heifetz Leading with Limited Authority in Leadership Without Easy Answers
                                        Michael Useem Leading Up
                  Patrick Lencioni - The Five Dysfunctions of a Team & Death By Meeting
                            Jerry Yoshitomi Is Knowledge in the Right Places?


                                                       Jerry Yoshitomi
                                      MeaningMatters, LLC - www.meaningmattersnet.net
                                                      November 2010                                                                                  38
This work is licensed under the Creative Commons Attribution 3.0 License. To view a copy of this license, visit http://creativecommons.org/licenses/by/3.0/

								
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