The Art of the Damned The current gallery system functions as a modern dam built right at the headwaters of artistic creation. The headwaters are the raw, bubbling springs high in the mountains—wild, uncontainable, fed by countless small tributaries of individual vision, experimentation, failure, intuition, and obsession. This is where most serious art actually begins: in studios, bedrooms, sketchbooks, late-night arguments, personal crises, and private obsessions, long before any curator or collector ever hears a name. Once a handful of major galleries, institutions, auction houses, and their allied gatekeepers (collectors, critics, fair directors, residency programs) gain decisive influence over those headwaters—deciding which artists get early solo shows, which receive press, which enter the "right" conversations, which are anointed with blue-chip representation—they effectively place the dam. From that point forward: The flow of visibility, legitimacy, money, and audien...
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Culture vs Strategy
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“In the agricultural era, schools mirrored a garden. In the industrial era, classes mirrored the factory, with an assembly line of learners. In the digital-information era, how will learning look?”
Lucy Dinwiddie
Global Learning & Executive
Development Leader, General Electric
The urgency to develop relevant forms of 21st century leadership exists, as continued application of 20th century management practices will eventually incapacitate society. Positional leaders must transform schools from the assembly-line-of-learners era to the digital-information era.
The future of societal progression is dependent on school leaders being able to directly shift their learning goals towards the era. If societal progression is to occur, schooling must not be maimed by yester-century retro-like industrialised management practices. Within this era industrialised management practices will manufacture diminished potential. Diminish human potential in schools and society will stride towards a diminished future. ‘If you want to maim the future of any society, you simply maim the children’ (Ngugi wa Thiong’o 1993, p76).
Australia’s future prosperity is hardwired to the education sector. ‘Education is an enabler of productivity and growth for virtually every part of the Australian economy’ (Brown, D’Souza, Ergas, Harding & Harper 2014, p37).
The overriding theme is that, a contextually relevant 21st century school requires leaders who are future focussed and can operate within exponential technological and social change. Schools require leaders who have the capacity to make sense of exponential change and be able to strategically implement across broad tacit domains such as teaching and learning relationships and organisational behaviours.
Why are Australian schools still are locked in the cultures of the 20th Century?
I would like to contend, that up to now the integration of technology has been approached through standardised management engineering, and this approach is now falling short of the actual need. It was implemented to integrate technology with past well-known well-established teaching practices. It did not instigate and or contribute to the development of a learning organisation. Despite the money spent and the opportunity to instigate adaptive practices school structures remained more or less much the same.
Strong management practices were employed to bring about technological integration. A failure was that we as a Department did not look at positional leadership in itself as a process of technology implementation. Alan Reid in his overview of the Australian Digital Education Revolution emphasises the missed opportunity to instigate future focussed leadership activity over optimised management integration. ‘A genuine education revolution will look to the future not the certainties of the past’ (Reid 2009, p23). Soren Kaplan describes failed management when it is bogged down with a 20th century incremental-based improvement mindset, fastened on refinement-based practices and implementing certainty based priorities such as SWOT analysis, financial analysis, impact scenario, business modeling, strategic planning and reverse engineering. Kaplan’s reasoning is that, on the whole, leaders by reverting to control of process methods do not seize the opportunities within uncertainty, ambiguity and the fog which is the future (Kaplan 2014).
Clay Christensen, in his description of leadership that is welded on data-driven analysis but employed within the scope to move forward, is actually operating within past parameters. Managers cannot step forward in times of uncertainty by employing past data and methods of implementation. Reversion to past data locks progress to past versions of success and or failure. From my experience, controller managers with skill sets limited to industrial productivity methods were unable to gain transformational opportunities within the rollout of the Digital Education Revolution and will not be equipped to effectively employ second wave 21st century intelligent technologies within a schooling structure. Culture Eats Strategy Drucker
Culture eats strategy unless leadership has vision and is determined to be strong to that vision.
Scene 1 In the cradle of copper veins, where the first byte flickered like a eucalyptus firefly against the millennial dusk of 2000, threads uncoiled—raw and unbidden, a post-punk snarl weaving through the static hum of dial-up dreams. Imagine the snare drum's ghost-crack echoing off Uluru's red flanks , not as a conquest but as a lover's bruise, blooming violet under star-pricked skin. Here, rebellion wasn't a fist raised in Canberra's marbled halls but a glitch in the grid . A Laughing Clowns howl warping the airwaves, sonic annotation—jagged guitar riffs splintering into didgeridoo drones , fading to the hiss of cooling circuits. The wire remembers: a young voice, pixels pulsing with the fury of forgotten tapes, cassette ribbons unravelling like the Murray-Darling 's parched secrets, whispering of bans that bind not bodies but bytes, burqas woven into neural lace, veils pleading for the light they obscure. Be Creative and Innovative with Knowledge Jo...
The Twelve Loops of Goodbye The fluid rises. The cryo-hiss is deafening. And then... the program starts. Twelve times. The system cycles, and twelve times I see you. It starts the same. The image freezes in the dark. It’s you, BK. Or... It’s your idea. You’re wearing the rig. The goggles are locked on me. I try to say your name, but my mouth is filled with ice. I love you. God, I love you. But you don’t blink. The Neural Glitch . Something is wrong. The memory corrupts. I see " corrupted code " trying to stabilise across your face. Your eyes... behind the lenses... they twitch. Microscopically. Are you hurting? Or is that my pain rippling through the connection? A low-frequency pulse warps your skin. You look like a stranger. You look like the machine. The Shuddering Breath . This is the one that breaks me. Total stillness. Then... a faint mist forms at your mouth. Condensation beads on the goggles. I scream at you to breathe! Just breathe! But it’s slow. Irregular. It’s a ...
The Ayes Have It (But She Don't) Everybody knows the bill is dead Everybody knows the Senate’s red Everybody knows the deal is done The major parties had their fun The crossbench bargains were all just show The whips have cracked, the whistle’s blowed That’s how it goes And Hanson always votes no. Everybody knows the bells are ringing Everybody knows the mud they’re slinging Everybody knows the clerk can’t count With all the grievances they mount Everybody knows that the motion’s lost Everybody knows what the lobby cost The Ayes go high, the chamber’s low And Hanson always votes no. And everybody knows that it’s now or never Everybody knows that it’s gonna take forever Everybody knows that the act is rotten Old amendments best forgotten Everybody knows the tellers move With nothing left for them to prove The red room puts on quite a show But Hanson always votes no. Everybody knows the maiden speech The lessons that she tried to teach About the fish and about the chips And the tig...
