Browsing Performing Arts by Subjects
Now showing items 1-4 of 4
Critical Reflection and the arts as third spacesThe paper discusses critical reflection in the context of the arts as Third Space (TS). It scrutinises TS as an artistically co-created conceptual, physical and egalitarian site for transdisciplinary dialogue and informal learning and also a means to advance the democracy of learning – especially critical reflection. The focus is on theatre-pedagogic ways to set up participatory performative learning arrangements as TS. The analysis addresses examples drawn from an arts-based learning practice called Learning Jam (LJ) that was organized in Copenhagen Business School in August 2014. In the transdisciplinary event, approximately forty artists, researchers, art-educators, managers and arts-based consultants used an artistic inquiry process to explore the topic of transformation. Organised as a jam in the sense of jazz music, the LJ encouraged the participants to improvise collectively in order to move beyond the known and co-create new knowledge through practice in collaboration between practitioners and academics
Rattling- Arts Based Initiatives in learning and transformationThis track explores the process of arts-based initiatives, ABIs, (Schiuma, 2011; 2013) in the context of practice-based innovation (Melkas & Harmaakorpi, 2012). According to Schiuma (2011, pp. 2–3), an ABI is the planned managerial use of art forms to address management challenges and business problems with the aim of developing employees and infrastructure that affect the organizational value-creation capacity. ABIs integrate the traditional rational-based perspective of the organization with the emotive-based perspective of organizational life and its components. The organizational knowledge creation process depends on the integration of “technical knowledge“ with emotive knowledge. The arts provide approaches and innovation action tools to handle emotional and evocative dynamics within and around organizations.
Sensible Sensitivity: Arts Pedagogy in Management DevelopmentThis chapter introduces the distinctive forms of practice and discourse that arts pedagogy can offer when applied in management development and education.
Turning to Learning: Organising Reflection and Creating Space for Reflexive Practices via Arts Based InitiativesThe purpose of this study is concerned with ‘inclusive growth’ (Europe2020) in the sense of having a clear agenda to develop new skills and jobs as well as new skills for new jobs. We draw on research into conceptualisations of new leadership and management such as Eraut, M. (2000) Non-formal learning and tacit knowledge in professional work. British Journal of Educational Psychology, 70, pp. 113–136; Raelin, J. (2004) Don't bother putting leadership into people. Academy of Management Perspectives August 1, vol. 18 no. 3 pp.131-135; Raelin, J. (2007) Academy of Management Perspectives December 1, 2007 vol. 6 no. 4 pp. 495-519. Our contribution is to discuss innovation potential through the idea of creating a broader participatory orientation where employees, managers, stakeholders, customers/end users and scholar’s needs, expertise and views can be utilized to develop new practices and ways of organizing reflection (Vince 2002; Pässilä & Vince, forthcoming; Vince & Reynolds 2009) and creating space for reflexive practices (Antonacopoulou 2004; Cotter 2014; Pässilä et. al 2013).