Dance and Organisation is the first comprehensive work to integrate dance theory and methods into the study of management, which have developed an interest in the arts and the humanities. Dance represents dynamics and change and puts the moving body at the centre, which has been ignored and oppressed by traditional management theory. ‘Being’ a leader however also means to ‘move’ like one, and critical lessons can be learned from ballerinas and modern dancers. Leadership is a dialogue, as in the work of musicians, conductors and DJs who manage groups without words. Movement in organisational space, in a museum or a techno club can be understood as a choreography and site-specific performance. Movement also is practically used for leadership and employee development workshops and can be deployed as an organisational research method. By taking a firm interdisciplinary stance in dance studies and organisational research to explore management topics, reflecting on practitioner accounts and research projects, the book seeks to make an innovative contribution to our understanding of the moving body, generating new insights on teamwork, leadership, gender in management, organisational space, training and research methods. It comprises an important contribution to the organizational behaviour and critical management studies disciplines, and looks to push the boundaries of the academic literature.

Dance and Organisation is the first comprehensive work to integrate dance theory and methods into the study of management, which have developed an interest in the arts and the humanities. Dance represents dynamics and change and puts the moving body at the centre, which has been ignored and oppressed by traditional management theory. ‘Being’ a leader however also means to ‘move’ like one, and critical lessons can be learned from ballerinas and modern dancers. Leadership is a dialogue, as in the work of musicians, conductors and DJs who manage groups without words. Movement in organisational space, in a museum or a techno club can be understood as a choreography and site-specific performance. Movement also is practically used for leadership and employee development workshops and can be deployed as an organisational research method. By taking a firm interdisciplinary stance in dance studies and organisational research to explore management topics, reflecting on practitioner accounts and research projects, the book seeks to make an innovative contribution to our understanding of the moving body, generating new insights on teamwork, leadership, gender in management, organisational space, training and research methods. It comprises an important contribution to the organizational behaviour and critical management studies disciplines, and looks to push the boundaries of the academic literature.

Maureen O'Hara and Graham Leicester explore the competencies - the ways of being, doing, knowing and organising - that can help us navigate in complex and powerful times. They argue that these competencies are innate and within reach of all of us - given the right setting, plenty of practice and some gentle guidance. But they are seldom seen because they are routinely undervalued in today's culture. That must change, the authors insist, and this book is intended to begin that change.The book is based on the authors' extensive research and their practical experience observing the qualities demonstrated by some of today's most successful cultural, political and business leaders. They write of 'persons of tomorrow' that they have witnessed:"e;We find that people who are thriving in the contemporary world, who give us the sense of having it all together and being able to act effectively and with good spirit in challenging circumstances, have some identifiable characteristics in common... They are the people already among us who inhabit the complex and messy problems of the 21st century in a more expansive way than their colleagues. They do not reduce such problems to the scale of the tools available to them, or hide behind those tools when they know they are partial and inadequate. They are less concerned with 'doing the right thing' according to standard procedure than they are with really doing the right thing in the moment, in specific cases, with the individuals involved at the time. In a disciplined yet engaging way they are always pushing boundaries, including their own. They dance at the edge."e;

Since Peter Senge published his groundbreaking book The Fifth Discipline, he and his associates have frequently been asked by the business community: "How do we go beyond the first steps of corporate change? How do we sustain momentum?" They know that companies and organizations cannot thrive today without learning to adapt their attitudes and practices. But companies that establish change initiatives discover, after initial success, that even the most promising efforts to transform or revitalize organizations—despite interest, resources, and compelling business results—can fail to sustain themselves over time. That's because organizations have complex, well-developed immune systems, aimed at preserving the status quo. Now, drawing upon new theories about leadership and the long-term success of change initiatives, and based upon twenty-five years of experience building learning organizations, the authors of The Fifth Discipline Fieldbook show how to accelerate success and avoid the obstacles that can stall momentum. The Dance of Change, written for managers and executives at every level of an organization, reveals how business leaders can work together to anticipate the challenges that profound change will ultimately force the organization to face. Then, in a down-to-earth and compellingly clear format, readers will learn how to build the personal and organizational capabilities needed to meet those challenges. These challenges are not imposed from the outside; they are the product of assumptions and practices that people take for granted—an inherent, natural part of the processes of change. And they can stop innovation cold, unless managers at all levels learn to anticipate them and recognize the hidden rewards in each challenge, and the potential to spur further growth. Within the frequently encountered challenge of "Not Enough Time," for example—the lack of control over time available for innovation and learning initiatives—lies a valuable opportunity to reframe the way people organize their workplaces. This book identifies universal challenges that organizations ultimately find themselves confronting, including the challenge of "Fear and Anxiety"; the need to diffuse learning across organizational boundaries; the ways in which assumptions built in to corporate measurement systems can handcuff learning initiatives; and the almost unavoidable misunderstandings between "true believers" and nonbelievers in a company. Filled with individual and team exercises, in-depth accounts of sustaining learning initiatives by managers and leaders in the field, and well-tested practical advice, The Dance of Change provides an insider's perspective on implementing learning and change initiatives at such corporations as British Petroleum, Chrysler, Dupont, Ford, General Electric, Harley-Davidson, Hewlett-Packard, Mitsubishi Electric, Royal DutchShell, Shell Oil Company, Toyota, the United States Army, and Xerox. It offers crucial advice for line-level managers, executive leaders, internal networkers, educators, and others who are struggling to put change initiatives into practice.

Dancing Motherhood explores how unique factors about the dance profession impact pregnant women and mothers working in it. Ali Duffy introduces the book by laying a foundation of social and cultural histories and systemic structures and power that shape the issues mothers in dance negotiate today. This book then reveals perspectives from mothers in dance working in areas such as performance, choreography, dance education, administration, and advocacy though survey and interview data. Based on participant responses, recommendations for changes in policy, hiring, evaluation, workplace environment, and other professional and personal practices to better support working mothers in dance are highlighted. Finally, essays from eight working mothers in dance offer intimate, personal stories and guidance geared to mothers, future mothers, policymakers, and colleagues and supervisors of mothers in the dance field. By describing lived experiences and offering suggestions for improved working conditions and advocacy, this book initiates expanded discussion about women in dance and promotes change to positively impact dancing mothers, their employers, and the dance field.

Dance Production: Design and Technology, Second Edition is an introduction to the skills needed to plan, design, and execute the technical aspects of a dance production. Covering a broad range of topics, author Jeromy Hopgood takes the reader through the process of producing dance from start to finish. Part I addresses the collaborative process, business and organizational concerns for dance companies, planning the production, and the relationship between dance and performance spaces/staging methods. In Part II, each unique production area is examined, including production and stage management, sound, costume and makeup, scenery and props, lighting, and projection/video design. Each design area is divided into two chapters – the first introducing key concepts, and the second focusing on the process of creating the design. Part III brings back the popular quick reference guides from the first edition, providing an expanded and revised tool to bridge the language gap between the worlds of theatrical production and dance, and ensure productive communication across the different fields. This second edition features updated information on technology and processes, two new chapters on touring and non-traditional productions, more information on arts management within dance production, a comprehensive look at dance and video (including remote/streaming performances, as well as dance film), and additional chapter projects throughout the book. This unique book approaches the process of staging a dance production from a balanced perspective, making it an essential resource for choreographers, theatre designers, dancers, and management personnel alike, including for use in Dance and Dance Production courses.