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people-operations

Why artists confuse economists
Artists work longer hours at higher levels of effort than economists think they should – defining a persistent puzzle for Arts Management practitioners.
 • 
E. Andrew Taylor
GenAI and the GPS problem
Generative AI invites us to outsource our thinking. We need to know when to refuse.
 • 
E. Andrew Taylor
Many hats make difficult work
It's hard to stay on the path when there is more than one path.
 • 
E. Andrew Taylor
3
Composing your day to fit your rhythm
Your body has a rise and fall throughout the day. Dance with it.
 • 
E. Andrew Taylor
Does your team flourish? Or just your audience?
Arts organizations often celebrate their role in flourishing communities. But are your workers included in that work?
 • 
E. Andrew Taylor
The job description multiverse
"So, what do you do?" is a trickier question than you might imagine (or prescribe, or disclose, or actually demonstrate).
Minimum viable process
As a nonprofit arts organization, your business systems need to be as simple as possible…but not simpler.
 • 
E. Andrew Taylor
Turf, trust, and time
The Collaboration Continuum offers a roadmap to shared practice in the arts.
 • 
E. Andrew Taylor
Where board and staff collide
Clear division of labor is one way to hold the middle ground between rubber-stamping and micromanaging boards.
 • 
E. Andrew Taylor
The winding path to mastery
What does it look (and feel) like to move from novice to master?
 • 
E. Andrew Taylor
Six pillars of artist support
What makes a community work for artists, and nurture artistic work?
 • 
E. Andrew Taylor
1
Navigating high-conflict personalities
The challenge and benefit of the BIFF response: brief, informative, friendly, and firm.
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