milena dragicevic sesic university of arts, belgrade, serbia

Bottom-up cultural policies – University in a changing world –

innovation, mobilization & solidarity as a response to crisis:

micro-political cultural actions and

interventions – micronucleus of creativity

Milena Dragicevic SesicUniversity of Arts, Belgrade,

Serbia

Culture au pluriel;invention au quotidienhommage a Michel de Certeau and the Czech film authors

Věra Chytilová, Elmar Klos, Jan Svěrák, Jiří Menzel, Miloš Forman, Ivan Passer, Otakar Vávra, Petr Zelenka, and all the Yugoslavians’ Czech-educated film directors –

micro stories of rebellion and dissent… ,

Jiří Menzel

Words - trends & fashion In cultural policies & management

• Cultural pluralism multiculturalism cultural diversity

• Accessibility inclusivity• Ethno music world music• Exchange cooperation collaboration• Animation mediation translation• Foreign cult.policy cultural diplomacy• Co-productions partnership• Associations network collaborativ net.• Nation state Region territory• Multidisciplinary intersectorial

CREATIVITY

Invention au quotiden – micro-actions

Europe – Joy of building European citizenship

• Elia Biannual conference – 5th october 2000, Barcelona

• Celebration – 10 years of networking

• United Europe• Mobility

Starting point – crisis managementUniversity – culture of dissent

Belgrade – 10 years of univ. Strikes (isolation, no work):

• March 1991• May-August 1992• UN educational embargo…• Winter 1994 – no heating – no

work• Nov.96-april 97 – citizen &

students protest• 1998 – pro media (studio B)• 1999- 3 month war• 2000 - May to June –strike

against police beating stud. • 2000 – September- 5th

October – strike for “votes”

Overcoming FEAR

But Maria is still fighting with angels

Characteristics of Balkan cultural scene

• Culture of dissent

• Fear of consensus

• Fear of “pensee unique”

• No confidence in public governance

• Provocation – offensivness

Subversion

Microactions - resistance

University of Arts in Belgrade -new era – can university let

creativity develop?

• Responsibility of university toward public• University as a nucleus of resistance – of

provocation• University as keeper of “national tradition”• Florida – “we need to reform Universities” • “To reform a university, means to move a

cemetery” – you just move in another space...

Ethnic (constructed community) driven cultural policy

University of Arts response –

Territorially driven cultural policy - interdisciplinarity

organizational culture promoting creativity and inovation

universities - knowledge creation & production

a) Research base & critical thinking

b) Platforms for debate

c) agents of change within cultural and artistic practices

d) active cultural policy creators

1st international conference after changes:

University of arts as experimental space for innovation (from institutional to project logic)

3-5 October 2002

re-shaping educational and cultural field

• peer-learning, • research-based learning, • project based learning, (Community actions

– micro-actions) • practice based learning

• Analysis• Evaluations• debates

Interdisciplinary programs

• Interdisciplinary MA & doctoral studies: UNESCO Chair in Cultural management and Cultural Policy (in French & English), Art & Media Theory, Public Arts, Polimedia (Mixed media), Digital arts...

• Summer schools – as spaces for innovation, interdisciplinarity, experiments / situated in multicultural environment (Novi Pazar, Subotica, Pancevo, Negotin…) or linked to concrete cultural institutions (Museum Old Village, Sirogojno, Mokra Gora).

Novi Pazar 2001Students in Jeans factory

Politics of memory – research & project based learning

• Fighting policy of oblivion within cultural policy – forgotten multiculturality

memory spotsNovi PazarBelgradeSuboticaSremskiKarlovciPancevoNegotinUzicestudent projects

New ethics – new responsibility

• interdependence of openness and intersectorial crossing with development of new ethics of contemporary learning institutions.

• Socially

Responsible –

raising awareness,

Fighting for

Social justice

Research based learning (rural Cultural tourism research group + digital arts students)

No campus? …………………

• How to make

advantage of it…

Community

involvement…

Peer learning – Creative industries workshop with young enterpreneurs

– 27.02.2007

Film producer,Publishing editorRap musicianFashion designer

Site specific actions- 1st year students of Cultural Management with Students of Architecture - intersectorial crossingsDestatic, “Priprema, Pozor - Stop”Zeleni venac, Beograd, 2008.

“Call number 13...”

Student Activist Memory Projects

Micronucleus of innovation and resistance

Destatic, Ugao ulica Kneza Miloša i Bulevara kralja Aleksandra, Beograd, 2008.

Prag, Oktobar 2008.Festival Four+Four Days in Motion

Prag, October 2008.Festival Four+Four Days in Motion

Adventure COOlture

• Avantura kultura!

• Interactive guide through Belgrade culture for 12 year old!

• Diploma project of Cultural Management student Marko Radenković with students of Graphic Design and Art History department

• 140 000 cds had been distributed• Department Belfort in France commissioned for

themselves...

Synergy – is it possible?Shared cultural policy?

University as a catalizer

• Elected power• Expert power• Socially

responsible forces

• Financial power

Old model Transitional model

Desirable (new) model

Model in turbulent circumstances

Institutional logic Organizational logic

Project logic Logic of the key factor

Institutional planning

Strategic planning Strategic-project planning

Strategic-functional planning

Short-term planning

Long-term cyclic planning

Long-term flexible, proactive

Long-term adaptable (re-and pro-active)

mode of institutional behaviour (e.g., dependence on public authorities and funds)

Plurality of strategies hierarchically defined

Several multivariant strategies (diversifi-cation of funds with cross-references to the diversification of programmes and methods)

Plurality of strategies given the co-existence of several development scenarios subject to revision and adaptation

From institutional to project logic –

Sectorial activity (precisely defined)

Sectorial activity as the dominant form, accompanied by a development of partnerships on the inter-sectorial basis

Horizontal domains:culture science, educ., tourism, health Vertical inter-sectorial activity (public, private, civil)

Inter-sectorial activity based on the observed needs and the internal developmental resources and capabilities of the organizations

Feeling of institutional irreplaceability (undisputable mission – e.g. national museum…)

Vision of a stable internal organizational success

Vision of success, in the sense of the promoter of overall social development

Sustainability, to develop a vision of success which helps to stabilize and develop the community

Yearly based programme-financial control

Full procedural transparency (organizational, programme, financial)

Model of responsibility for public good

Changeable interactive mechanisms of management –pro-cedural transpar.

Professional skill and expertise guaranteed by diplomas and formal status in the organizat.

High expertise and specialization confirmed by the org. success

Professionalism confirmed in problem areas; understanding

Ability to apply and adapt codified knowledge in ra-pid change(AQM)

Learning as a necessary formal precondition for development in a professional carrier:

- formal, organized (usually on the national level)

Functional learning, mostly acquisition of skills required for strategic and organizational development:

-organized ad hoc by agencies for development and cooperation, etc.

Life-long learning of complex conceptual and narrowly professional most recent knowledge, together with the knowledge of techniques and skills required in complex specific situations:

- formal and informal, organized through flexible multivariant inter-sectorial methods of education

Multifunctional learning of the operational type (MfLOT):

- self-organized in cooperation with the relevant local and international partners

Parametars of organizational values – two sets of codes

Success driven – philosophy of competivity and achievements

(accepting top-down policy)• research, • scientific innovation, • entrepreneurial

ambitions,• territorial expansion, • pedagogical and

curriculum innovation,

• Social values – community development visions – bottom-up cultural policy

• Micronucleus of resistance to consumeristic culture of standardisation

• community relations• public responsibilities

(sense for social resp.)• Culture au pluriel -

Intercultural dialogue

developmental policy – philosophy of development – based on

• the organizational culture of the educational institution understood as part of the tradition in a wider cultural environment;

• leadership, which includes educational, research/ aesthetic, conceptual and organizational characteristics;

• the internal and external image and identity of the organization,

Developmental philosophies – few examples

• the University oriented toward research & innovation – laboratory, research ground

• the University oriented toward the entrepreneurialship (business innovation),

• The University oriented toward knowledge transfer – the teaching-learning organization – learning ground,

• The University with social mission - the activist organization – meeting ground of ideas (Paris VIII),

• Commercial University (new private univ. in eastern Europe).

research and innovation oriented University: “laboratory”

• in the focus of the University strategy is “knowledge production”, investment in research, experimentation, innovative and creative thinking.

• principle of excellence in research (more cross-sectorial and interdisciplinary)

• The developmental philosophy based on the promotion of quality through total quality management (Demming, 1986) but also innovation in management and internal structuring.

• flexiblity even ensuring “adhocracy” (Toffler, 1983) – management through project structures.

appropriate developmental strategies

quality achievement strategies• support for quality development – achievement

of excellence – prestige(investment in research leadership = attracting top researchers…)

• strategy of knowledge codification – norming research & professional standards of operation

• securing (exclusive) licensing rights – emphasis on its own “patents”…

The activist organization - University with social mission – meeting ground of

ideas • sense of the social “mission” of the

University, the philosophy of social activism

• active debate inside and outside campuses

• “applied” policy research in different domains of social life (educational, cultural, public health policy, international relations…)

appropriate developmental strategies

for this type of university include:

- the strategies of linkage (partnership with NGOs, public institutions, media…)

- The strategies of public action – taking social responsibility

(policy papers and applied research …)

- Artivism – activism…

– the teaching-learning organization – learning ground

• absorption of the existing knowledge and its introduction into the organization

• ability to comprehend quickly and in depth the needs and resources of the relevant territorial communities.

• mediating role (transfers knowledge created in world research - academic centres to its own community)

• does not require innovative structure of organization

appropriate developmental strategies

• education and knowledge transfer,

• decentralization,

• inter-sectorial linkage

• networking, partnership, internationalization .

Entrepreneurial organization culture - workshop

• pressure on higher educational institutions in the public sector to generate their own revenue and improve their efficiency and effectiveness with good management

• high level of responsibility towards the social environment in response to its perceived (mostly economical) needs

appropriate developmental strategies

• organizational and competitive strategies, • strategies of quality improvement (bringing most

dynamic and innovative researchers capable to concretize their research in products needed in contemporary economy)

• strategies of linkage (inter-sectorial linkage).• In turbulent circumstances, such organizations

will first look for the strategies of sustainability, such as privatization, mergers with other organizations, migration to a new environment, etc.

Commercial university

• widespread among new private universities in transitional countries. They usually include only “profitable departments” such as management, economy, but also design, media, even acting – – everything that is most appropriately referred to as the “creative industries”, sometimes called the “content industries”

Characteristics

• Operating in the strictly market-oriented and competitive environment, they are forced to reduce their programs and methods of teaching to those who are short-term effective, and to devote the large amount of the energy to the marketing mechanisms.

appropriate developmental strategies

competitive strategies• diversification of study programmes

• increasing the number of study programs and students – the organization’s growth (increased number of personnel)

• commercialization of programmes and the spread of side services

• market expansion (to other countries…)• programme-focused orientation/ choosing most

actual – profitable departments

Conclusions

The examples given here of the developmental philosophies and corresponding types of organization show that top quality and great achievement is possible only in organizations that have a clear vision, a coherent value system and programme scope, and the related organizational culture

Organic evolutionary model

• The classical European model of development of educational institutions can be called the organic evolutionary model. It assumes that the core or essence of the institution cannot be significantly changed with the changing social system as the main mission should remain (as codified in university laws, statutes etc).

Conclusions

• University management duty is to formulate a philosophy of development with the corresponding strategies, to achieve full effectiveness and best educational and academic (research oriented) results.

• stability and overall quality of an educational system depend on the implementation of different but complementary philosophies of development.

• The educational and research community needs universities that create and discover things, produce the new knowledge, do research with non-immediate profit outcome, those that learn and learn others, and the organizations that are socially engaged in changing values of society but also entrepreneurial, that open new domains and markets.

Three rectors – three philosophies of development

• Darinka Matic Marovic – strategy of quality achievement

• Radmila Bakocevic – strategy of learning/teaching

• Milena Dragicevic Sesic – strategy of internationalization & public engagement

Logic of business/cultural management

• Profit based

• Product (inspired by clients needs)

• quantitative• Kill competition• Efficiency, productivity,

rentability• Logic of the branding

(creation of stereotype)

• Value based (Art achievement

• L`œuvre (inspired by artist need)

• Qualitative• Support competition• Effectivness, influence,

experience• Logic of identity - profiling

II

• Technology as difference• Place non-specific

• Team could be multi-ideological

• Managment control• Ethics as

owner/corporation responsibility

• Research and development as specific department

• Personnel as difference• Genius loci specific

• Team should share same values

• Manag. monitoring• Ethics based on social

responsibility, collective memory, institutional memory

• Freedom of expression• Research & dev.

Embedded in all departm.

II case study

• Beaubourg – renovation at the beginning of XXI century

• Piano

• Rogers refusing -

III meaning of enterpreneurialship

• Market driven – based on environmental analysis

• Risk assessment• Feasibility study• Profit measurement

• Producer or artist driven (programmer)

• Based on independent idea - difference

• Creativity• Innovation• Based on social need

or artist need

IV Aims/ influences

• Creation of economical power

• Growth of a production

• Widening of the market

• selling

• Cultural policy influence (value influence)

• Deepening of the market

• Raising accessibility• Inclusion• Quality of the

experience

Creative industries

• In between business management and cultural management (management with cultural reasining and esthetic position)

• Strategic decisions and strategic planning are based on both market and cultural policy investigations and values

• Programming decisions in between commodity fetishism and socio-culture