Organizational Creativity Breakout Sessions
NASAA Fall Leadership Institute, Orlando, Florida
November 12 and 13, 2004
Facilitated by Ricardo Hernandez
Our purpose is to discuss how state arts agencies can apply the Disney model for organizational
creativity to our work; how to adapt to it; and how to understand what difference it might make
to our work.
Notes on Approach and Outcome
The two sessions focused on using the Disney model to imagine what the state arts agency of the
future might look like. We attempted to do so by following the process as outlined in
Organizational Creativity, Disney Style. To begin the exercise, participants in the first session
spent a period of time defining the environmental conditions under which SAAs operate today
and then determined who our competitors and customers are in comparison to what they may
have been in the mid-1960s.
The better part of our time in the first session was spent on the development of a vision statement
and mission. Much discussion occurred around the idea that the values that drove the
establishment and subsequent work of SAAs are still germane and that they would be so in the
future. The group questioned whether it had the courage to “push the envelope” in determining
values and mission. It was suggested that it might be more appropriate to think about pushing the
envelope at a programmatic level, as values that drove mission were core.
The second session took up where the first left off. An overview of the first session’s outcomes
was presented as context for the day’s work. Starting with determining “Essence,” the group
dealt with more practical issues of creating a collaborative culture. The conversation was more
introspective, focusing on what we could do to bring staff into the fold and ensure common
understanding among all members of the staff.
Time did not allow us to contemplate “Structural Systems;” however, several participants
suggested that NASAA afford the membership an opportunity to engage in this type of exercise
in the future. It was hoped that the ideas that were brought forth in this discussion be made
available to the membership via the Web.
Areas of Exploration
Day 1:
 What it means for staff and constituent management
 How we factor more creativity into our evaluation processes
 What can we learn about organizational identity?
Day 2:
 Discuss the continuous improvement cycle
 Discuss the creation of a collaborative culture
 Discuss systems
Day 1
Principles Inherent in the Disney Model
Disney’s success at customer relations management stems from its fundamental commitment to
continuous improvement, innovation and cost-effective implementation.
Walt Disney instilled in the culture that customers should be treated like valued guests.
As an organization, Disney has long recognized that the key to delivering great customer service
is to make sure that its employees know as much about the guests and their experience as
possible. Central to this knowledge base is a detailed understanding of a guest’s entire purchaseconsumption-repurchase cycle.
Development of creative evaluation systems is important.
A leader is anyone in the organization.
Creating the State Arts Agency of the Future: How Do We Ensure We Have the
Competitive Advantage?
Conditions:
Political polarization
Greater supply of arts organizations
Broader geographic responsibility
Demographic shift/cultural diversity
Greater comfort with and access to technology
Greater competition for limited resources
Move in government toward consolidation and mandates that conflict with mission
Philosophical shift from excellence to public value
Private funding sector reestablishment of priorities
International imperatives
Competitors:
Local arts agencies
Any leisure-time activity
Governmental priorities
Organizational Creativity Breakout Sessions, page 2
Proliferation of electronic media
Change away from a traditional audience experience
Priorities and influence of other funders
Customers:
Multiple customers—the suppliers and the public
All sectors
Administration and governor’s agenda
Artists and arts organizations that serve the public
Society
Influential people
Education community
Investors (i.e., elected officials and voters)
Vision:
The arts improve quality of life
The arts are a unifier
The arts are a force in people’s lives (integral)
The arts promote creativity
The arts have value other than economic
The arts help frame people’s values
The arts preserve where we have come from
The arts help us imagine possibilities for moving forward
The arts are a means for civic engagement
The arts promote and sustain community expression
The arts are a catalyst for social change
The arts are local
Mission:
Create opportunities for all citizens and visitors to engage in personally relevant experiences in
the arts as creators, learners, participants, and audience.
Support and ignite the artistic expression of our community.
Ignite opportunities for all people in the state to engage personally and communally in
empowering arts experiences.
Ignite and inspire investment, artistic expression, and arts appreciation for all (state’s residents).
Cultivate public value.
Day 2
Essence
Organizational Creativity Breakout Sessions, page 3
What do you want people to feel about your work?
 That the arts have public value.
 That the arts should be a priority in the funding cycle.
 That the arts engage people of the state of all ages.
 That the arts have relevance.
 That it should be understood that the arts contribute to quality of life.
 That the arts inspire.
 That arts education has value in creating the arts of the future.
 That the arts are basic…(and are one of the 4 Rs: writing, reading, arithmetic, arts)
 That we should focus and project the concept that adequate public and private
investment in arts and culture is essential for the well-being of a democratic society
and that it will improve education and quality of life for all citizens.
 That we should ensure there is value in the creative expression inherent in the arts.
 That the arts are worthy of subsidy and require contributed income.
 That the status of artists should be elevated as innovators and historical receptacles of
our shared culture.
 That state arts agencies are full and equal working partners with all other state
agencies.
(It was noted that legislative support letters should be used as leverage for state appropriations.)
Collaborative Culture
How do we instill a “passion for the purpose” or the agency’s work?
 We must recognize our failures as well as successes.
 We must encourage stakeholders to be actively engaged.
 We must be aware of organization good.
 We must reimburse staff for attendance at events.
 We must recognize that compensation is important.
 We must actively connect our councils with our staff.
 We should convene all inclusive staff meetings and staff retreats.
 We should create the opportunity for joint art experiences.
How do we ensure that our staff harbors shared values?
 We must include staff in board policy retreats and provide feedback.
 We must understand what our values are.
How do we create effective communication?
 We should utilize email and other electronic media.
 We should broaden the conversation with other entities that have similar objectives.
 We should listen to staff.
 We should maintain common calendars agency wide.
How do we instill trust?
 We should understand that trust in inherent in the above.
 We should listen, understand and act.
Organizational Creativity Breakout Sessions, page 4

We should aspire to creating a good organization.
How do we ensure a variety of perspectives are heard?

Create internal work teams with representation from each area of the agency.

Maintain a running list of challenges in agency conference room.

Include persons from outside the agency in planning.

Value members of the staff and acknowledge leadership.
Structural Systems
What is the most effective way of establishing parameters for your systems?
What is the best way of ensuring that you have the appropriate expertise to manage and
implement your systems?
How do you ensure accountability in your systems?
What processes do you put in place to ensure that ideas are managed in a way that ultimately
leads to smooth implementation and measurable results?
Organizational Creativity Breakout Sessions, page 5