JOE_PODOLSKY@HP-PaloAlto-om4.om.hp.com wrote:
> What might necessity force us to invent if we didn't have our technology
> to fall back on?
Joe,
Good question and what is missed is how incredible the skill at both
thinking and writing was in the 18th century. Not only are our musicians
less literate but that 18th century audience knew if he was faking it.
Something that gets by the 20th century audiences regularly.
Matthew Holmes said: in RE: Bold Pronouncements LO12555
>It occurs to me that Opera and theater in general could be a type of
>learning organization in that each production needs to take in to
>account, the script, the score, current public feeling, the ability of
>the performers, the coordination of catering, front of house and stage
>hands etc and each production is DIFFERENT. How do you do it?
Matthew,
I've put these two posts together and I hope it doesn't screw up Richard
but I think they go together. Musical literacy as well as audience
understanding go hand in hand with the LO principle of teamwork. I
believe that Peter Senge actually refers to this musical principle called
"ensemble" that engages all of the principles that Senge espouses.
The problem has to do with the temporary structure of performances that do
not allow enough time to complete the task. Musicians are forced to move
on after doing a cursory joy that is acceptable only because they can get
by with it.
Mozart was a great composer and an ensemble like the San Francisco
Symphony that Joe writes about is a fine ensemble but most of the
ensembles in America are not given enough time to accomplish the
complexity of the task involved and that drives down audience
understanding. As John Warfield says in examining the issues of
complexity in other less performance oriented organizations that even
there, complexity can be overcome only if the "time, resources and access"
are available. This tremendous lack creates a problem in skill and
erudition in composers, performing artists and audiences. They should be
the model of a LO but unfortunately they often are starving and struggle
simply to exist.
Are any of you finding the flexible core personnel/temporary personnel
structures being used in business today suffering from a lack of time,
resources and access in order to get the job done properly? Does this
preclude the development of a serious long term team capable of working
creatively on a deep level of problem solving?
Ray Evans Harrell, artistic director
Magic Circle Chamber Opera of New York
mcore@soho.ios.com
--Ray Evans Harrell <mcore@soho.ios.com>
Learning-org -- An Internet Dialog on Learning Organizations For info: <rkarash@karash.com> -or- <http://world.std.com/~lo/>