Your non-profit arts organization doesn't have to go belly-up like all the others - just follow Harrison's Rules of Order and change the prism in which you do business. SCENE CHANGE 2 will tell you what to do and how to do it, but more importantly, why.
Your non-profit arts organization doesn't have to go belly-up like all the others - just follow Harrison's Rules of Order and change the prism in which you do business. SCENE CHANGE 2 will tell you what to do and how to do it, but more importantly, why.
Business aspects, Nonprofit organizations & charities (general)
Today, nonprofit arts organizations are rushing into an elitist whirlpool of irrelevance. They’re the only companies in the whole nonprofit sector where the beneficiary is also the donor. Donors donate so that donors may attend. In SCENE CHANGE, the first book in the series, we dived into the reasons that the arts have become simultaneously elitist and irrelevant in this Pre-Post-Pandemic Era in America. In SCENE CHANGE 2, we offer specific board responsibilities in order to create the space for the kind of charity for which communities are clamoring. This is a targeted list of the ways in which today's nonprofit arts organizations (theaters, symphonies, ballets, museums, operas, and all the rest) will have to significantly change their whole structure and the prism in which they do work. Companies that make these changes will be giving themselves the best chance to succeed in 2024 and beyond. Those that don't, won't.
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(About his first book, SCENE CHANGE) With passion and humor, Alan Harrison challenges virtually every assumption under which nonprofit arts organizations have operated for the last 50 years. But while he challenges sacred cows left and right, don’t be fooled into thinking he is a cynic because, underneath it all, this fervent manifesto reveals that he is a cockeyed optimist with a breathtaking vision of how arts organizations should operate over the next 50 years. ~ Robert Wildman, Winthrop University
EXCEPTIONAL! PERSUASIVE! With over three decades of experience in the nonprofit sector, Alan's commitment to driving charitable impact within the arts community is truly commendable. His insightful and thought-provoking writings underscore his dedication to uplifting the underserved and marginalised, with an unwavering focus on equity and meaningful action. Alan's ability to engage and captivate through his writing is a testament to his engrossing style and deep expertise. Having had the privilege to work alongside him, I've witnessed his remarkable talent in poking bears, challenging the status quo, and inciting positive change. His leadership acumen shines through as he navigates both large and small organisations, consistently demonstrating his capacity to galvanise teams towards mission-driven success. In a world where impactful communication is paramount, Alan's unique approach to advocacy and his passion for transformation make him an invaluable asset to any mission-focused initiative. His transformative prowess and commitment to making a difference are truly remarkable. ~ Mark Walmsley FRSA FCIM, Arts & Culture Network
A VISIONARY! In the sea of voices championing for the arts, Alan Harrison's voice is unmissable. I continue to be struck by his unparalleled passion and relentless pursuit of change within the nonprofit arts sector. His unpretentious and comical demeanor bring clarity of thought and a fearless commitment to issues like elitism, diversity, equity, and inclusion within arts organizations. Whether you admire or challenge his viewpoints, Alan's persuasive influence cannot be easily dismissed. Perhaps his most significant impact is his ability to inspire those around him to entertain new perspectives and aim for a greater, more inclusive future. ~ Sarah Hunt, Accelerate Social, Former General Manager, National Theatre of Great Britain
HE GETS IT! I've been inspired by our conversations about non-profit management as well as everything he's written. He wants to make organizations better, more effective, and has the experience and wisdom to know how to do exactly that. I respect his work and learn something from him with every interaction. ~ Cynthia Setel, Nonprofit Change Agent/Consultant
In one's professional life, one hopes to rely on a short, but extremely important, list of people as go-tos -- the leaders, thinkers and achievers who represent such depth and breadth of knowledge, wisdom and experience, not to mention practical and transferable skills, that you cherish them simply for being on that short, but extremely important, go-to list. For me, such a person is Alan Harrison. In the years that I have known Alan, I have learned more about running arts organizations, particularly if not exclusively not-for-profit arts organizations, than most people learn in a two- or three-year MA arts administration program -- and as I've taught in one such program, I can actually compare his skills to curricula and confirm that Alan is, indeed, a master class in his field. ~ Leonard Jacobs, Executive Director, Jamaica Center for Arts and Learning, Inc.
