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2.6 | What Makes a Resilient Organization?

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艺术与文化策略

宾夕法尼亚大学

4.5（85 個評分） | 11K 名學生已註冊

Arts and culture leaders have a tough but rewarding task: creating and leading sustainable organizations that deliver real social value. There is a lot of competition out there. Being an effective leader means constantly adapting, cleverly using the best tools to reach as many people as possible. This course is designed to help leaders at any level do just that.

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4.5（85 個評分）

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P

Jul 30, 2016

Well structured and thorough. Could have more clearcut real examples.

PM

Mar 21, 2019

Excellent teachers and materials. Thank you! I´ve learned a lot.

從本節課中

Form Follows Function: Organizational Structures Aligned to Purpose

How do we deliver on value? This week explores form and function of organizations. By the end of the unit, you will clearly understand organization structures – historic and behavioral biases that keep us from changing current structures, frameworks and logic that build better structures. And you will better understand risk - how best to identify and manage it.

2.1 | Introduction to Unit Two0:45

2.2 | Dominant Logic6:49

2.3 | Frugal Engineering5:55

2.4 | Logic Models: Designing Your Business Model7:10

2.5 | Logic Models: Real World Application10:05

2.6 | What Makes a Resilient Organization?5:49

2.7 | Identifying & Managing Risk7:57

2.8 | Off the Record: Logic Models1:18

教學方

Peter Frumkin
Professor
Mrs. Russell Willis Taylor
Lecturer, School of Social Policy & Practice; Past President & CEO, National Arts Strategies

腳本

[MUSIC]

In order for our organizations to be strong,

they need to be a lot more resilient.

To adapt to rapid changes in the environment.

These changes are just gonna keep on coming, and

we need a greater degree of lets call it tensile strength to survive them.

Organizational resilience comes from a lot of different practices all

kind of knit together.

The first is having sufficient financial reserves and

a strong enough cash flow that changes in expected revenue.

And slight shifts in cost, don't destabilize the organization.

Good financial reserves underpin our ability to take artistic risks.

It means you're not betting the farm on every new show or new exhibit.

And you could argue then, in the non-profit arts,

our ability to take risks is The reason that we exist.

So having boring old working reserves and

good cash flow to keep the business running smoothly

during periods of variable income will give you real resilience.

The second way of building resilience into an organization

is link with the notion of adaptive leadership.

This is based on biological theories of evolution.

An adaptive leadership means that the organization

takes the best from what's been done before, refines it, learns from it,

and then creates something even better going forward.

One of the major strengths of adaptive organizations is

that they can more easily manage multiple stakeholders,

because they're attuned to processing feedback from outside the organization.

And managing multiple stakeholders is an important part of the nonprofit cultural

organizations remit.

Important to understanding of the idea of adaptive leadership and

resilience is the notion of feedback loops.

Now you can see here, this isn't complicated to understand, but

it can be incredibly difficult to actually do.

So you start, you have a strategy, you get ideas about how to manifest that strategy.

Then you create projects with programs that reflect those ideas.

You modified them base on feedback from the outside environment.

And you revise your strategy accordingly for the next stretch of road.

A show that didn't meet its box office target, that's a feedback loop.

Unfortunately, with the way many of our organizations are constructed,

we've created a very limited ability to do something with what we're learning

in time to change the outcome.

Changing this ability to respond is part of the challenge for the adaptive leader.

So, for example, if you have a show that didn't sell as well as you thought it

would, you want to explore all the reasons that it didn't, and

you want to do something with the information.

Maybe the marketing messages weren't clear.

Maybe the show itself was poorly executed.

All of this gives you information to change the way you do it next time.

But what if you did something that was important and excellent,

and people just didn't like it?

Maybe it was out in front of public taste.

Should the feedback loop encourage you to only do popular fail-safe work?

Not at all.

The feedback loop tells you that you have to revise your income projections for

the next piece of risky work.

And you have to make sure you have money in reserve to cover any gaps

between projected income and actual income.

Processing the information In these small feedback loops means you have to take

a good hard look at how much capacity you have and

how much capacity you're retaining within the organization.

You need to leave time and space for learning and

for changing what you're doing.

This could mean a major shift for

organizations that are accustomed to working flat out all the time with

no spare capacity, no spare time, and no emotional energy for change.

It's very important to be able to do something with what you learn.

A strong organization will have these kinds of small feedback loops

going all the time in lots of different ways.

And a good leader will be making sure that something is actually

done with the information.

Now, just as in biology, diversity of ideas and

points of view leads to a greater degree of adaptive response.

You can see why it would be true if you're processing different points of view,

you're creating lots of feedback loops that check your perception of reality.

This goes back to what we were talking about, dominate logic.

You always wanna be checking your perception of reality.

And you can see that creating an adaptive and

resilient organization means that employees also need to be flexible,

and to be prepared to do something with what's actually being learned.

Culture will eat strategy every time.

Now, this could be a whole session just on its own.

But it's very important that you build a culture of learning, curiosity,

and willingness to acquire new skills, or to approach work in a new way.

In a truly resilient organization,

you'll see lots of small experiments being run all the time.

A lot of them won't succeed, but all of them provide invaluable

information about how the next one might be better, might be improved.

Not everything has to be a success.

And this may take a change in the dominant logic of your organization.

But remember, adaptability and resilience may be hard to achieve,

but this is a matter of survival, not preference.

[MUSIC]

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