Bright Spots
- 5 Jun 2015
Acting CEO of the Brisbane Writers Festival, Julie Beveridge, explains why they were inspired by a US report on high performing arts companies entitled Bright Spots.
In 2012 the Paul G. Allen Family Foundation in partnership with Helicon Collaborative released the report on their study into cultural groups in the USA’s Pacific Northwest. Firstly, the study identified cultural organisations that were successfully adapting to their changing circumstances without additional resources, the so-called ‘bright spots’. Secondly, it questioned whether or not these organisations shared characteristics or strategies that could be replicated by others.
What did the study reveal about what ‘bright spot’ organisations did differently and well?
There is never really a period of settlement in any environment; things are always in a state of change or adaptation. The revelations of Bright Spots came through most strongly in the participating organisations choosing to look inward at each new turn. The principles all point to responding to change by reconnecting with the fundamentals – your vision, ideals, community, capacity, data and processes.
Take the current state of play with the Australia Council. After being asked to engage with them on a strategic change, the arts community responded with enthusiasm. Talking with other small arts organisations over the last six months, there were really only two stories coming out: we’ve gone through a massive creative and strategic process to get our EOI ready for them and we’ve gone through a massive creative and strategic process that we otherwise would not have.
BWF relates to the second of these two stories, and while now the uncertainty of the proposed six-year funding has grown, we are still here driving the vision of the organisation and the objectives we developed for the EOI process. The change in the funding environment does not change our attitude towards the goals we strive for – it changes the way we reach them.
The organisations outlined in Bright Spots demonstrated great resilience through their ability to reflect on and engage their support networks, position themselves as leaders in their sector – and make decisions from that viewpoint – and pursue meaningful partnerships.
How has it inspired you to change the way you think and work ?
In the day to day management of an organisation, vision drift is a common obstacle: it’s easy to lose perspective of the ‘why’ when so much ‘what’ is going on. Small arts organisations are inclined to say yes to most opportunities because ‘doing more stuff’ often feels like you’re working towards a vision.
Looking at the first of the five Bright Spot principles, Animating Purpose, BWF has been inspired to remember to take each new opportunity we’re presented with and ask ourselves: Who does this project serve? Does this project move us closer to our vision? What would we lose by NOT engaging in this project? Saying no is difficult, particularly to a potential investor, but if the project doesn’t fit, it benefits no one.
What top five tips about embracing change would you like to share with your peers?
1. You have a choice
Being defeated by a changing environment is the easiest response, but it’s a tired and uncommitted choice. Truly creative organisations, no matter what shape or size, allow for the movement of earth beneath them even while the goal posts are inevitably shifting, but then they make the choice to keep moving forward.
2. Leaders are everywhere
Transparency is key. If your team is empowered to enact decisions, there will be a collective willingness to make difficult decisions. For an organisation to become sustainable, leadership cannot sit with one position.
3. Innovate the how, not the what
BWF has had two turbulent years, managing a lot of change in all aspects of the organisation. The real innovation and creativity reside in our ability to adapt how we operate or how we resource different areas of the organisation to achieve our desired outcomes, rarely in changing or innovating the outcome itself.
4. Be an agent of change
In times of fast or large-scale change, it’s easy to blame external influences for unsuccessful initiatives or a difficult position. Own your position and be an active agent of the organisation’s future, not your current position. Be okay with the uncertainty.
5. Kill Your Darlings
There is great strength in letting your own creations die, if it’s the right choice to make.
A cultural producer with over 10 years’ experience working in Queensland’s writing sector, Julie has previously led the Program team at Brisbane Writers Festival in the role of Program Manager for two years. Before joining BWF, she was the Program and Services Manager at Queensland Writers Centre and was previously the Director of Queensland Poetry Festival. In 2014 Julie completed her Master’s degree in Arts and Entertainment Management.