# “It is the ==frameworks== which change with each new technology and not just the picture within the frame.”<br>– Marshall McLuhan > *Frameworks* offer ways of seeing, understanding, and taking action in the work and the world of Arts Management. This list will grow, change, and become more connected as the *ArtsManaged Field Guide* evolves. - [[Adaequatio (Adequateness)]] A philosophical premise from E.F. Schumacher that "the understanding of the knower must be *adequate* to the thing to be known." - [[Adizes Four Management Styles]] Management consultant Ichak Adizes describes four "concern structures" that capture the dominant energies and perspectives each of us bring to our work: Producing, Administrating, Entrepreneuring, and Integrating. - [[Adjacent Possible]] Evolution doesn't pick a destination and then work toward it, it selects for organisms that successfully explore and exploit the "adjacent possible" around them. - [[Affordances]] Psychologist J.J. Gibson coined the term "affordances" to describe a complementary relationship between an animal and its environment. - [[Art Worlds]] Sociologist Howard Becker used the term "Art Worlds" to discuss and define the full ecology of people, stuff, and money that surround and support any creative work. - [[Behavior Dashboard]] A professional skills and capacities rubric developed by nonprofit arts services organization Fractured Atlas. - [[Calibrating Uncertainty]] A two-component framework for deciding when to act, and when to gather more information before you act, based on the *chance* of being wrong and the *cost* of being wrong. - [[Capital Continuum]] The full spectrum of ways for money to make a difference, from full-on venture investment to pure philanthropy. - [[Connection Concern Capacity]] The holy trinity of prospect and donor development. - [[Convention]] The means by which we coordinate complex and collective human activities (like the arts). - [[Core Mission Support]] A reimagined representation of non-program expenses in a nonprofit organization, showing them not to be wasteful investments but rather essential core elements of the work. - [[Critical Response Process]] Liz Lerman's approach to creative critique, designed to help artists with works-in-progress. - [[Cynefin]] A framework of five domains or decision-making contexts that helps you orient yourself and your team toward productive action. - Financial Statements as Frameworks - [[Statement of Financial Position (Balance Sheet)]] - [[Statement of Financial Activities (Income Statement)]] - [[Statement of Cash Flows]] - [[Iron Triangle]] A framework defining three essential aspects of a mission-driven endeavor that must necessarily move and change together (you can't just change one): mission and program, organizational capacity, and capital structure. - [[Ladder of Control]] Offers rising levels of autonomy for decision-making and action, and an opportunity to clarify the expectations of managers and their direct reports. - [[Levels of Mastery]] The Dreyfus brothers' "Five-Stage Model of Adult Skill Acquisition" describes milestones on the journey from novice to expert. These *Levels of Mastery* can provide a useful lens on learning for yourself and your team. - [[Motivation Opportunity Ability (MOA)]] This framework describes three lenses on action or inaction for an individual or group, with a particular utility when you're trying to understand what's *blocking* people from a preferred, expected, or even self-beneficial behavior. - [[Nonprofit Lifecycle]] All organizations change and grow over time, requiring different governance and management as they do so. The framework developed by Susan Kenny Stevens offers one view on these stages. - [[Personal Projects]] A framework for interrogating what you and your colleagues believe you're doing in the world, and how those bundled initiatives help you flourish or leave you floundering. - [[Planning Organizing Leading Controlling (POLC)]] Traditional management theory describes four core functions of management in any industry: planning, organizing, leading, and controlling. - [[Pyramid and Wheel]] According to sociologist/political-scientist/historian Johan Galtung, there are two modes for humans to work in groups: thick-and-small ("the wheel") and thin-and-big ("the pyramid"). Which is dominant in your organization? Is it the right one? - [[Recency Frequency Monetary (RFM)]] RFM is a framework for segmenting a customer, audience, or donor list according to transaction patterns – specifically by *recency* (how long ago they made a purchase or donation), *frequency* (how often they made purchases or donations), and *monetary value* (how much money they spent or donated). - [[Requisite Variety]] Any system must be *at least* as various and flexible as the system it seeks to control. - [[Three Modes of Governance]] Three essential domains of attention and action for strong leadership in any nonprofit: fiduciary, strategic, and generative. - [[Three Sectors]] Collective activity in any large society or nation can (broadly) clustered into three organizing logics or sectors: Private, Public, and Plural (aka Nonprofit, Third, or Independent). - [[Three Stages of Nonprofit Boards]] Karl Mathiasen III described three archetypes of governing boards in the nonprofit world – Organizing/Founding, Governing, and Institutional – as well as the bumpy paths between them. - [[Value Proposition Canvas]] A strategic discovery and planning tool designed to help business innovators unbundle and build out the value of their products or services for target audiences. - [[What - So What - Now What|What? So What? Now What?]] A simple, lightly structured process for making sense out of an idea, issue, or experience – guiding you from definitions and facts to contexts to possible action. ## Tags (click to view related pages) #frameworks #sapling