ArtsManaged Field Notes

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governance

Your business model is a theory, test it often
A changing world demands changing assumptions.
The curious clustering of human groups
We gather together in particular and consistent numbers. How might that inform arts management practice?
 • E. Andrew Taylor
The line(s) between board and staff
Some nonprofit boards rubber stamp, others micromanage. How do you find the sweet spot in between?
 • E. Andrew Taylor
Two jobs of a governing board
Nonprofit governance can be strange and sprawling, making clarity a core requirement of the job.
 • E. Andrew Taylor
What if you're getting better at the wrong thing?
"The more efficient you are at doing the wrong thing, the wronger you become." – Russell Ackoff
 • E. Andrew Taylor
The bother of bylaws
Does your arts nonprofit's map for action match the terrain?
 • E. Andrew Taylor
Minimum viable everything
Getting better as an arts organization doesn't always (or even often) mean getting bigger.
 • E. Andrew Taylor
The rise and stall of the nonprofit arts
The modern arts nonprofit evolved in an ecology of growth. It's time to evolve again.
 • E. Andrew Taylor
Is your workplace a pyramid or a wheel?
Johan Galtung defined two structures for collective action: thin-and-big (the pyramid) or thick-and-small (the wheel). Which describes your workplace?
The one and the many of board service
How do nonprofit boards balance individual impulse with collective resolve?
 • E. Andrew Taylor
The strategy screen
A strong strategy demands a clear job description
 • E. Andrew Taylor
Mission calisthenics
It's time to strengthen your nonprofit's readiness as well as your resolve.
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