SPREADSHEETS stories+ &

emotions DATA=

"Fuehlometer"  (Feel-­‐o-­‐meter)  or  "Public  Face":  Julius  von  Bismarck,  Benjamin  Maus,  and  Richard  Wilhelmer

Lindau  Island,  Germany  2010Berlin,  Germany  2012-­‐2013

Algorithm  created  by  Frauhenhofer  Ins@tute

richardwilhelmer.com/projects/fuhl-­‐o-­‐meter

DATA challenges are NOT NEW challenges

24%

23%

22%

DATA

TIME/PRIORITIES

EXPERTISE

TECHNOLOGY

MONEY

27%

CHALLENGES MOST CITED BY NONPROFITS (related to data)

6%

NTEN,  The  State  of  Nonprofit  Data,  p.14  (2012)

WE COLLECT IT but WE DON’T USE IT

26%TRACK METRICS(IN SOME FORM)

HOW MUCH OF YOUR DATA IS PUT TO WORK?

99%USE DATA TO

INFORM DECISIONS(ARTS/CULTURE)

NTEN,  The  State  of  Nonprofit  Data,  p.14  (2012)

{ lesson no. 1 }

DATA does not equal ANSWERS

Adapted  from  McKinsey  &  Co.

70% of CHANGE projects FAIL

David  Poole  “The  Impact  of  New  Technologies  on  the  Arts”  (2013)

SENSE MAKING IS NEEDED

Framework for Thinking

Latest Thing to “change the world”

REACT

RESPOND

ASSESS

MEASURE

?!

What is inherent?

What is conditional?What do I want to do differently?

WHAT HAPPENS AFTER THE HYPE?

Adapted  from  Gartner,  Inc.  (1995)

“As we proceed towards profit & progress with data, let us encourage artists,

noelists, performers & poets to take an active role in the conersation.”

—Jer orp

New York Times Data Artist in Residence

“Big  data  is  not  the  new  oil,”  HBR  blog  (2012)

9/11  Memorial  by  architect  Michael  Arad.  Photo  source  whitehouse.gov  

REFLECTING ABSENCE9/11 memorial by Michael Arad

THE NAMES ARRANGEMENTalgorithm by Jer Thorp

2,982 names + 1,200 adjacency requests

TALENTS for THE ROBOTIC AGE: WHAT HUMANS can BRING to the TABLE

Marty  Neumeier  (2012)

“Adopt a humble attitude andlook at the problem oma number of perspectives.”

—Marty Neumeier

 Metaskills:  Five  Talents  for  the  Robo:c  Age  (2012)

Edward  De  Bono,  Six  Thinking  Hats  (1985)

TRY DIFFERENT HATS

!!!!!

MORE BRAINS ARE BETTER THAN ONE

!!!!!!!!!!

Edward  De  Bono,  Six  Thinking  Hats  (1985)

{ lesson no. 2 }

SYSTEMS shape OUTCOMES

BE WARY of TIDY METRICS for COMPLEX PROBLEMS

INDICATORS = cutting CUBES out of CLOUDS

REALITY = ENGAGING COMPLEXITY

AMBIGUITY is more INCLUSIVE = NEW IDEAS

“ere is nothing worse than a sharp image of a fuzzy concept.”

—Ansel Adams

 quoted  by  Ann  Markusen:  “Fuzzy  Indicators,  Proxy  Data,”  Createquity.com    (11-­‐09-­‐2012)

“As any good social scientist knows, we aren’t dealing with a laboratory

here where the effects only of arts interventions can be isolated om

other factors at work…”—Ann Markusen

 “Fuzzy  Indicators,  Proxy  Data,”  Createquity.com    (11-­‐09-­‐2012)

So

So

SoNow

Now

Now

What do weBELIEVE

Where is our PLACE

How will weSUCCEED

What do we NEED

??

?

??

?

who is OUR who?

who is THEIRwho?

ACTIONS exist in a COMPLEX ECOSYSTEM

Adapted  from  the  Monitor  Ins?tute  (2013)  with  thanks  to  Kevin  Hughes  (2012)

*nothing happens without people

?= DATA*

Thinking  In  Systems:  A  Primer  (2008)

WE GET WHAT WE ASK FOR

“Systems, like the three wishes ina fairy tale have a terrible tendency

to produce exactly & only whatyou ask them to produce.”

—Dana Meadows

{ lesson no. 3 }

MEASURE what MATTERS

Tenet  of  “good  clinical  research”  cited  by  The  Lancet,  leading  medical  journal

ANSWER IT RELIABLY

&ASK AN IMPORTANT QUESTION

GOOD CLINICAL RESEARCH

*Annabel  Beerel,  Leadership  and  Change  Management  (2009)

ANSWER IT RELIABLY

ASK AN IMPORTANT QUESTIONwhat will we change?

responsively

&

GOOD ARTS LEADERSHIP

good*

*define good?

[ h o w ? ]

ASKQUESTIONS

SHARE

LISTEN+

+

+

RESPOND

ASK: WHAT WILL YOU CHANGE?ANSWER: RESPONSIVELY

Adapted  from  Change  Consul3ng  Associates,  Kubler-­‐Ross,  On  Death  and  Dying,  Conner,  Managing  at  the  Speed  of  Change  and  IMA,  Inc.  

TIMEPassive

Active

Immobilization

DenialResponse: avoid confrontation, strengthen relationship, focus on smaller/first steps

Anger

Bargaining

Response: legitimize — anger comes from loss of control, don’t take personally, listen

Response: don’t (will redefine the change), “there can be no deal”

ExplorationResponse: test new options, acknowledge progress, build confidence

AcceptanceResponse: reward and acknowledge progress, identify lessons learned, prepare for new change

DepressionResponse: provide support, note resources available, encourage responsibility, reframe to test

EM

OT

ION

AL IN

TEN

SIT

Y

HOPE

Negative

Change Reaction

Q: must leaders manage individualtransition through the grief cycle?

CHANGE = LOSS

A: only if they are dying! In longitudinal studies on loss, nearly 50% of thepopulation report no debilitating grief at all.

Another 20% recover on their own with no lasting debilitation.

Only 1/3 of the populationis debilitated by loss.

Research  by  George  Bonanno  2002-­‐2012  cited  by  Andrew  Zolli  

CHANGE = LIFE

Adapted  from  James  Zull,  The  Art  of  Changing  the  Brain,  p.  57  (2002)

CHANGE = FEAR PLEASURE&

FRONTBACK

Basel Structures(pleasure)

Amygdala(fear)

what’s going on?!

let’s do this!{

BRAIN{

“People actually LIKE change.ey just don’t like to BE changed.”

—Marty Neumeier

 Metaskills:  Five  Talents  for  the  Robo:c  Age  (2012)

USE DATA TO SUPPORT ARTS!

thank youSnow Dowd

Arts Leadership MFASeattle University 2013

snow@theMAKERS.com

SPREADSHEETS stories+ &

www.slideshare.net/snowdowd

strategy DATA=

Experience  Music  ProjectTRG  Case  Study,  SeaHle  WA

Online  9cket  purchases  up  from  1%  to  22%  and  growing  in  2013.

Tripled  patron  data  captures.Admissions  revenue  increased  $1.5  million  in  two  years—up  37%.

Per  9cket  revenue  up  27%  since  2010.hap://www.trgarts.comhap://www.empmuseum.org

choice DATA=

Invest  YYC:  City  of  Calgary,  Alberta

Crowd-­‐funding  for  local  arts  projects.

Launched  Feb  26,  2013.Approx.  $400,000  invested  to  develop  custom  code  base  now  available  as  a  “white  label”  solu9on.

www.investyyc.com

place DATA=

CultureBlocks:  Philadelphia,  PAResearch  2009-­‐2012

Public  access  site  launched  April  30,  2013Office  of  Arts,  Culture  &  Crea@ve  Economy  w/  collabora@on  from  SIAPfunding  from  NEA,  Our  Town,  ArtPlace

Data  sets  from  local  &  na9onal  sources.

Layered,  filtered,  custom  maps  +  reports.

www.cultureblocks.com

sharing =DATA

Splash:  Sea[le,  WA

Mul9-­‐year  financials  available  in  friendly  data  visualiza9onsand  PDF  downloads.

Compelling  personal  stories  about  individuals  being  helped.

splash.org/achildsright

proof DATA=

Proving.it:  SplashSea[le,  WA

Online  mapping  to  document  over  700  clean  water  projects  in  7  countries.  

www.proving.it

care DATA=

Improving  Care  with  Data:Sea[le  Children’s  Hospital

Implemen@ng  IBM  PureData™  System  for  Analy@cs  

Real-­‐3me  pa3ent  data  and  treatment  with  up-­‐to-­‐date  informa3on  on  outcomes  for  specific  interven3ons.

www.brightlightconsul@ng.com/clients/client-­‐stories/seaale-­‐childrens-­‐hospital

connection DATA=

Hole  in  Space:  Kit  Galloway,  Kit  &  Sherrie  RabinowitzLos  Angeles  /  New  York,  November  1980

Funded  by  The  Broadway  Department  Store,  NEA,  other  private  sponsors.

Public  Communica9on  Sculpture  at  Lincoln  Center,  NYC  and  Century  City,  LA  for  three  3  days.No  signage,  explana9on  or  sponsor  logos.

www.youtube.com/watch?v=QSMVtE1QjaU

Photography  |  ©  Galloway,  Kit;  Rabinowitz,  Sherrie

life DATA=

Social  Progress  IndexLaunched  April  11,  2013Skoll  World  Forum,  Oxford  UK

Created  by  Michael  Porter  (Harvard  Business  School)  as  an  alterna9ve  to  ranking  on  GDP.  Social  Progress  Capacity  Index  in  development.Network  of  partners  in  50  countries.  Goal  to  grow  to  at  least  120  countries.

www.socialprogressimpera?ve.org