Nonprofit Governance = Inherent Tension

I recently read this post, Orchestra Administration A La Venn Diagram, by Drew McManus, detailing the roles and functions of each section of an orchestra organization. A great resource, his orchestra governance essays denote the underlying current of tension that can be found in may performing arts institutions.

This inherent tension, referred to in performing arts literature can be a product of a hierarchical management structure. This diagram illustrates the structure of a large symphony with multiple departments and staff members. The traditional nonprofit structure of a symphony utilizes a Board of directors – Executive Director and music director – Staff – Musicians.

In my thesis, I discuss this structure and how it can create tension. One research question focused specifically on the issue of inherent tension, asking: how can symphony administrators navigate the inherent tension within performing arts organizations to create a positive organizational culture?

Regarding symphonic orchestra structure and inherent tension, I note:

Symphony managers must balance the influence of board members in artistic decisions with financial considerations. The three-legged stool can result in power struggles between the executives and the board because “tensions are embedded within the nature of governance responsibilities that will not be resolved permanently in favor of one party” (Ostrower & Stone, 2006, p. 617). Organizational culture and roles influence the nature of power struggles, but symphony administrators must maneuver this tension between the board and staff while creating a culture of leadership.”

McManus’ post puts some humor to the inherent tension of arts organizations, but it nevertheless is something that orchestra administrators must constantly navigate.

The Venn Diagram illustrates a realistic version of orchestra management and shows the epicenter of inherent tension.

The ugly side of symphony managers, McManus says:

“Currently, many orchestra administrators are
overwhelmed by today’s negative cultural climate and only concentrate on getting by from concert to concert. The lack of long term vision and strong, visible leadership only serves to make matters worse. Many arts administrators feel they
do not have adequate budget resources, proper training, and sufficient staff to successfully reach the organization’s goals. This leads to high personnel turnover, rapidly escalating operational costs, and widespread apathy.

Unfortunately, due to the shortage of executive talent, bad executives have a very easy time moving from one organization to another leaving a trail of financial distress and institutional chaos in their wake.”

 

This is an important for emerging arts leaders to consider. Another critical management aspect is to repair an organization in financial distress and institutional chaos. This takes greater management skills than recognizing it in the first place.

Find more like this: Managing the Arts