At first, when they were talking about everyone being cross-trained to fill a number of different functions, I started thinking it was a good example for a post about eliminating siloed job functions in arts organizations.
Friday, September 13, 2019
Fine Line Between Collaboration And Exploitation
At first, when they were talking about everyone being cross-trained to fill a number of different functions, I started thinking it was a good example for a post about eliminating siloed job functions in arts organizations.
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This article poses a very interesting conundrum that I believe that is very prevelant in how many theatres function today. The idea of the theatre “generalists” is one that sustains many small theatre companies and programs across the world. If people didn’t take on additional roles and responsibilities many of these communities would cease to exist but often in doing this the stress of doing many different jobs contributes to burn-out and obviously doesn’t truly let the individual master any particular area. Of course with the program here at CMU we are fairly siloed into our different disciplines and have clear (sometimes) descriptions of what we should and shouldn’t be doing. Of course for the first year and a half of the undergraduate program they do have the ability to sample the different departments. It a difficult issue to tackle because for the sake of achieving real excellence in any particular field individuals do need to devote time to specific pursuits but in the larger realm, I do believe that generalizing your knowledge can help in understanding larger issues. There’s a real benefit in being able to understand things outside your dictated duties in such a collaborative artform particularly for management but there is a difference in being a team player and being taken advantage of.
This is a very real problem that I see with a lot of theatre companies nowadays. Particularly in smaller companies where people have to be constantly throwing on and off different “hats” just to keep the organization going. I also have seen a large issue with this in the world with some of the skillsets that I have acquired here at CMU. While our Undergraduate program gives us the opportunity to explore and float in between disciplines and options for the first year we do leave with skills in all the fields and I have to say from personal experience its been both a good and bad thing for me in jobs. The knowledge that I have gained in terms of understanding of other departments is great in helping me in my job but this summer I found that I was sometimes being exploited for my skill in other departments in order to cover shortages. And this really shouldn’t come along the purpose of this training is to create a more well round designer or technical head not for them to be exploited by companies who want to stretch their work force as thin as possible to make things happen properly.
Having worked in community theatre for a few years, I know only too well about being a ‘generalist’ and needing to take on multiple roles on a show. I have worked not only as a stage manager, but as a master electrician, assistant director, and production manager. Sometimes all for the same show. Sure, the skills I have gained from working in multiple shops has benefitted me and made me well rounded as a theatre maker, but the stress that comes from it was not worth it. Granted, in community theatre, you work with who and what you have and need to make do. In larger organizations, I truly do not think it is necessary to be hiring a ‘generalist’ to do the work that experts can do. I feel that it is not fair to your employees to expect them to work in multiple fields and do a good job in all of them.
I have held many roles in the theatre over the years. Director, ME, PSM, SM, ASM, TD, Box Office, Marketing, etc. When you work in a small theatre company, you tend to wear many hats. While my primary role was technical director, I did what needed to be done to keep the organization running. There were days when I had to suspend set building to run box office because a volunteer failed to show or was sick. I've had to build the show and hang and focus the lights together. I would occasionally drive around and drop off posters at local businesses. All in the name of making art. This model could work with the right size organization. In the wrong organization, it could be a total disaster. There are people are have special skills or more advanced skills and these individuals have the ability to accomplish a task quickly. If I were the TD of a large scale theatre company, I would not be able to serve in the many other roles or do their job functions. I wouldn't have the time. This is important to remember. Also, while this may work for the U.S. Navy, I am not sure it would translate as well into the civilian world. The Navy is a completely different monster.
The idea that the opposite traits of what is traditionally valued is an interesting way to look at the future of employment. As increasingly smart robots enter the workforce, humans will need to adapt as different skills are needed. I do wonder what the implications of this are in the non-profit theater world. Many theaters already have interns that rotate between areas, however I would be surprised if I saw a job ad for a technical director included fundraising or ticket sales. Though it’s important for everyone to have some understanding of other people’s jobs so that they can talk intelligently, they do not need to know how to do the job. Also, as you get to more complicated theatrical shows, the jobs get more specialized and a person may need more specialized skills. While the idea of a more generally skilled team is interesting and appealing, I would be surprised if the idea catches on in elaborate, complex shows.
This article looks at that oh-too-common role of the generalist that we, as theatre technicians, are forced into being more often than not. Most of us at our high school theaters were the jack-of-all-trades. We stage managed while also designing lights, building platforms, and repairing rips in costumes. We took on this role partially because we loved it, but mostly because someone needed to do it and no one else signed up. But as we transition into conservatory life, we begin to look at that idea of focusing. Of becoming an actual expert on that singular aspect that we care so much about, which becomes a frightening and very exciting thing. But I think that this article corroborates a good point, that we are made better by our adaptability. We can focus in on a certain aspect of design and production but the technical theatre world is a crazy crazy place and you will find surprises lurking in every corner, production meeting, and rendering. Focusing allows us to pursue our career, adaptability allows us to maintain that career.
The generalist is a role which every technician will be familiar with from high school. Often understaffed and on constant skeleton crew, we had to have the adaptability to perform any task, learn any skill, and the willingness to do both quickly and with a smile. At the time I may I have wished for a more focused course of study that got me closer to what my teenage brain tells me I want for the rest of my life, but it was undeniably beneficial to become a human multitool. But this master-of-none learning which I received left much to be desired as we began harder more specialized tasks. There were too many gaping holes where skills should have been. While it is good to have adaptability, focus is also essential to becoming a truly indispensable individual. Having focus and ambition to drive that focus is ultimately just as important as adaptability.
Having specialists is important, but I am of the opinion that people should be cross-trained and be able to understand a little bit of everything because then they can contribute to the project with the overarching objectives in mind instead of just worrying about their specific task. In An Astronaut’s Guide to Life on Earth which Kevin is having us read, Colonel Hadfield talks about trying to gain as many skills as possible. Of course, neither generalists or specialists would survive without the other, but I personally like being a jack of all trades, master of none. The article did make a good point about the thin line being walked by asking for people who can do multiple jobs. I think that it’s okay to have multiple responsibilities, but you can’t expect someone to do multiple people’s jobs. It’s just important that all people are aware of the overall goals and can work towards them together.
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