Unfolding Theatre Theory

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Management theory and practice are both highly interrelated and relevant to the practice of running a small arts organisation. As Byrnes (2014, p.94) notes, ‘At the center of any theory is the potential it can provide to help predict an outcome given a specific set of circumstances’. Furthermore, DeVereux (2009b) expresses theory’s ability to interrogate and improve upon practice. Undoubtedly, small arts organisations face unique challenges and lack a substantial body of distinct theory (Chang, 2010). Focusing on the relationship between theory and practice in Unfolding Theatre’s multifaceted fundraising efforts, theory proves capable of predicting outcomes and improving practice, despite lacking specialisation. However, theory is not actively …show more content…

Until 2017, they were a definitionally small organisation, a nonprofit business ‘driven by a single passionate individual’ in Rigby, with under fifty employees, roughly three projects per artistic season, and an unstable operating budget (Chang, 2010, p.220; Burns, 2007, p.24; Unfolding Theatre, 2012; 2013; 2015). According to their mission, Unfolding Theatre (2017a) ‘make[s] theatre with a wild sense of humour, strength of character and a delight in bringing people together’, valuing participatory creative processes as well as diversity in theatre (2017b, p.2). However, until recently, Unfolding Theatre relied almost exclusively on earned income and Arts Council funding (Figure 1; Figure …show more content…

Twine evaluates fundraising challenges unique to small arts organisations and ‘collectively builds a case for support for touring theatre’ (The Empty Space, 2017). This latter goal touches upon DeVereux’s (2009, p.71) claim that more critical evaluation can improve practitioners and researchers’ ability to ‘articulate persuasive arguments for the value of the arts’. Twine’s essential findings are collected in The Truth About Fundraising (Twine, 2017). Agreeing with Chang (2010) and DeVereux (2011), Director of The Empty Space Natalie Querol explains the extent that theory applies to the practice of running a small arts organisation, ‘[S]ome common fundraising lore just doesn’t apply to companies like ours. It was this realization that encouraged us to share our stories, to set aside the theory and tell The Truth About Fundraising’. The phrase ‘set aside theory’ suggests some reticence to apply any pre-existing theories. However, in creating Twine, the groups ‘wanted to become bold, ambitious and better skilled in our fundraising and to explore new approaches to generating income’, essentially establishing and sharing fundraising theory of their own (Twine, 2015, p.3). As Peter Drucker (1985, p.26, cited by DeVereux, 2009b, p.68) contends, ‘Every practice rests on theory, even if the practitioners themselves are

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