This moment of crisis in the field is being fueled by differing theories of change. Admirably, when our theaters were closed, there were siren calls to make fundamental changes across many areas of our organizations with the expectation that when we reopened, our field could be born anew. While closed, we had the time to reenvision our futures. However, as busy as we were, many of our stakeholders, including audiences and donors, were not in motion with us. When some reemerged, to their eyes, we had gone through a metamorphoses leading to institutions that looked foreign to them leading to confusion and anger. We need to acknowledge that many of these stakeholders have invested in our theaters for decades longer than we have been leading them.
Milwaukee Rep is celebrating its 70th Anniversary this year. Many of our institutions are very mature entities. I do not adopt the philosophy that necessary change can only be accomplished from death and rebirth. Sadly, birth rates are much slower than death rates currently. We lose too much in that process, including thousands of jobs from layoffs and platforms in which we can support artists. Complex institutions have vast and different stakeholder networks which require a strategic approach to change that may be more evolutionary than revolutionary. Bringing our stakeholders along with us may take more time, but the work will be supported by larger cross-sections of our community, making it more meaningful, longer lasting and sustainable.
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