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	<title>Theater Management Knowledge Base &#187; decision making</title>
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	<description>Presented by the Yale School of Drama</description>
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		<title>Case Study: Mabou Mines (2009)</title>
		<link>http://yaletmknowledgebase.org/artists-and-artistry/case-study-mabou-mines-2009/</link>
		<comments>http://yaletmknowledgebase.org/artists-and-artistry/case-study-mabou-mines-2009/#comments</comments>
		<pubDate>Thu, 23 Feb 2012 22:58:08 +0000</pubDate>
		<dc:creator>Suzanne Riordan Appel</dc:creator>
				<category><![CDATA[Artists and Artistry]]></category>
		<category><![CDATA[Case Studies]]></category>
		<category><![CDATA[Featured]]></category>
		<category><![CDATA[Financial Management]]></category>
		<category><![CDATA[Organizational Direction]]></category>
		<category><![CDATA[decision making]]></category>
		<category><![CDATA[managing change]]></category>
		<category><![CDATA[organizational culture]]></category>
		<category><![CDATA[planning]]></category>
		<category><![CDATA[succession]]></category>

		<guid isPermaLink="false">http://yaletmknowledgebase.org/?p=994</guid>
		<description><![CDATA[This case study takes a look inside the renowned ensemble company nearly 40 years after its founding as Lee Breuer and his colleagues consider a transition to the next generation of theater artists. Although they had certainly begun to slow down, Lee Breuer, founder and co-artistic director, of Mabou Mines, 72, and Ruth Maleczech, founder [...]]]></description>
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		<title>Case Study: SITI Company (2010)</title>
		<link>http://yaletmknowledgebase.org/featured/case-study-siti-company-2010/</link>
		<comments>http://yaletmknowledgebase.org/featured/case-study-siti-company-2010/#comments</comments>
		<pubDate>Thu, 09 Feb 2012 13:13:16 +0000</pubDate>
		<dc:creator>Jaeeun Joo</dc:creator>
				<category><![CDATA[Case Studies]]></category>
		<category><![CDATA[Featured]]></category>
		<category><![CDATA[Growth Trajectories]]></category>
		<category><![CDATA[Organizational Direction]]></category>
		<category><![CDATA[decision making]]></category>
		<category><![CDATA[growth]]></category>
		<category><![CDATA[joint ventures]]></category>
		<category><![CDATA[managing change]]></category>
		<category><![CDATA[mission]]></category>
		<category><![CDATA[organizational culture]]></category>
		<category><![CDATA[organizational design]]></category>
		<category><![CDATA[planning]]></category>
		<category><![CDATA[strategy]]></category>
		<category><![CDATA[sustainability]]></category>

		<guid isPermaLink="false">http://yaletmknowledgebase.org/?p=927</guid>
		<description><![CDATA[This profile of Anne Bogart’s ensemble of teacher-performers follows the group as its members strategize a transition from traveling troupe to New York resident company.  As a touring ensemble company that had neither a theater facility nor a fixed performance season, SITI established organic relationships with numerous presenting/producing theaters across the country. This model was [...]]]></description>
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		<title>Class Summary: Negotiating Design (1997)</title>
		<link>http://yaletmknowledgebase.org/featured/class-summary-negotiating-design-1997/</link>
		<comments>http://yaletmknowledgebase.org/featured/class-summary-negotiating-design-1997/#comments</comments>
		<pubDate>Fri, 16 Sep 2011 19:27:46 +0000</pubDate>
		<dc:creator>Victoria Nolan</dc:creator>
				<category><![CDATA[Class Summaries]]></category>
		<category><![CDATA[Education]]></category>
		<category><![CDATA[Featured]]></category>
		<category><![CDATA[Field Overview]]></category>
		<category><![CDATA[HR and Unions]]></category>
		<category><![CDATA[decision making]]></category>
		<category><![CDATA[ethics]]></category>
		<category><![CDATA[training programs]]></category>

		<guid isPermaLink="false">http://yaletmknowledgebase.org/?p=844</guid>
		<description><![CDATA[In 1997, negotiations over renewal of the collective bargaining agreement between United Scenic Artists (USA) Local 829 and the League of Resident Theatres (LORT) had stalled.  The 1992-1996 LORT-USA Agreement had expired, and both LORT and USA walked away from negotiations with no successor agreement.  LORT continued to file contracts pursuant to the 1992-96 Agreement, [...]]]></description>
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		<title>Case Study: The Paper Bag Players (2009)</title>
		<link>http://yaletmknowledgebase.org/case-studies/case-study-the-paper-bag-players-2009/</link>
		<comments>http://yaletmknowledgebase.org/case-studies/case-study-the-paper-bag-players-2009/#comments</comments>
		<pubDate>Mon, 28 Mar 2011 02:16:57 +0000</pubDate>
		<dc:creator>Luis Abril</dc:creator>
				<category><![CDATA[Case Studies]]></category>
		<category><![CDATA[Education]]></category>
		<category><![CDATA[Leadership]]></category>
		<category><![CDATA[audience]]></category>
		<category><![CDATA[decision making]]></category>
		<category><![CDATA[growth]]></category>
		<category><![CDATA[organizational culture]]></category>
		<category><![CDATA[scale]]></category>
		<category><![CDATA[succession]]></category>

		<guid isPermaLink="false">http://yaletmknowledgebase.org/?p=588</guid>
		<description><![CDATA[This case study looks at a well-regarded theater for young audiences at a time when it is beginning to consider longevity beyond its founders. Change was coming to The Paper Bag Players, a theatre organization that had been dedicated to performing for children since the late 1950s.  During the 2009-2010 season, The Bags, as they [...]]]></description>
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		<slash:comments>0</slash:comments>
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		<title>Case Study: Technology at Oregon Shakespeare Festival (2007)</title>
		<link>http://yaletmknowledgebase.org/case-studies/case-study-technology-at-oregon-shakespeare-festival-2007/</link>
		<comments>http://yaletmknowledgebase.org/case-studies/case-study-technology-at-oregon-shakespeare-festival-2007/#comments</comments>
		<pubDate>Mon, 28 Mar 2011 02:07:12 +0000</pubDate>
		<dc:creator>Devon Smith</dc:creator>
				<category><![CDATA[Case Studies]]></category>
		<category><![CDATA[Financial Management]]></category>
		<category><![CDATA[Growth Trajectories]]></category>
		<category><![CDATA[Marketing & Development]]></category>
		<category><![CDATA[Technology]]></category>
		<category><![CDATA[decision making]]></category>
		<category><![CDATA[growth]]></category>
		<category><![CDATA[managing change]]></category>
		<category><![CDATA[organizational culture]]></category>
		<category><![CDATA[technology]]></category>

		<guid isPermaLink="false">http://yaletmknowledgebase.org/?p=582</guid>
		<description><![CDATA[This case study looks at the changing role of technology in arts organizations, posing questions about how organizations should adapt to the way audiences interact with technology and, as a result, the way they interact with organizations using the technology. Bruce Wand, Director of Information Technology and Services at the Oregon Shakespeare Festival had been [...]]]></description>
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		<title>Case Study: Ice Theatre of New York (2008)</title>
		<link>http://yaletmknowledgebase.org/artists-and-artistry/case-study-ice-theatre-of-new-york-2008/</link>
		<comments>http://yaletmknowledgebase.org/artists-and-artistry/case-study-ice-theatre-of-new-york-2008/#comments</comments>
		<pubDate>Mon, 28 Mar 2011 01:02:25 +0000</pubDate>
		<dc:creator>Frances Black</dc:creator>
				<category><![CDATA[Artists and Artistry]]></category>
		<category><![CDATA[Case Studies]]></category>
		<category><![CDATA[Governance]]></category>
		<category><![CDATA[Growth Trajectories]]></category>
		<category><![CDATA[Leadership]]></category>
		<category><![CDATA[Organizational Direction]]></category>
		<category><![CDATA[competition]]></category>
		<category><![CDATA[cultural development]]></category>
		<category><![CDATA[decision making]]></category>
		<category><![CDATA[growth]]></category>
		<category><![CDATA[managing change]]></category>
		<category><![CDATA[mission]]></category>
		<category><![CDATA[organizational culture]]></category>
		<category><![CDATA[planning]]></category>
		<category><![CDATA[strategy]]></category>
		<category><![CDATA[succession]]></category>

		<guid isPermaLink="false">http://yaletmknowledgebase.org/?p=572</guid>
		<description><![CDATA[On the far west side of midtown Manhattan, looking out across the Hudson with a view of New Jersey, is a large sports complex called Chelsea Piers. The office of Ice Theatre of New York (ITNY) is located at Pier 59, across the parking lot from the Golf Center. ITNY is the only arts organization [...]]]></description>
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		<item>
		<title>Case Study: Bread and Puppet Theater (2009)</title>
		<link>http://yaletmknowledgebase.org/artists-and-artistry/case-study-bread-and-puppet-theater-2009/</link>
		<comments>http://yaletmknowledgebase.org/artists-and-artistry/case-study-bread-and-puppet-theater-2009/#comments</comments>
		<pubDate>Mon, 28 Mar 2011 00:58:21 +0000</pubDate>
		<dc:creator>Elizabeth Elliott</dc:creator>
				<category><![CDATA[Artists and Artistry]]></category>
		<category><![CDATA[Case Studies]]></category>
		<category><![CDATA[Governance]]></category>
		<category><![CDATA[Leadership]]></category>
		<category><![CDATA[Organizational Direction]]></category>
		<category><![CDATA[cultural development]]></category>
		<category><![CDATA[decision making]]></category>
		<category><![CDATA[donor relations]]></category>
		<category><![CDATA[growth]]></category>
		<category><![CDATA[managing change]]></category>
		<category><![CDATA[organizational culture]]></category>
		<category><![CDATA[scale]]></category>
		<category><![CDATA[strategy]]></category>
		<category><![CDATA[succession]]></category>

		<guid isPermaLink="false">http://yaletmknowledgebase.org/?p=568</guid>
		<description><![CDATA[This case looks at a venerable, founder-driven theater and its planning for the future. Every morning on the Bread and Puppet farm in Glover, Vermont, Peter Schumann rises at the crack of dawn, straps on his apron, and sets to the task of baking the day&#8217;s bread.  With matted white hair, an overgrown beard, and [...]]]></description>
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		<slash:comments>0</slash:comments>
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		<title>Tool: Strategic Planning (2010)</title>
		<link>http://yaletmknowledgebase.org/growth-trajectories/tool-strategic-planning-2010/</link>
		<comments>http://yaletmknowledgebase.org/growth-trajectories/tool-strategic-planning-2010/#comments</comments>
		<pubDate>Fri, 01 Jan 2010 21:17:15 +0000</pubDate>
		<dc:creator>Greg Kandel</dc:creator>
				<category><![CDATA[Growth Trajectories]]></category>
		<category><![CDATA[Organizational Direction]]></category>
		<category><![CDATA[Tools]]></category>
		<category><![CDATA[alignment]]></category>
		<category><![CDATA[decision making]]></category>
		<category><![CDATA[growth]]></category>
		<category><![CDATA[managing change]]></category>
		<category><![CDATA[organizational design]]></category>
		<category><![CDATA[planning]]></category>
		<category><![CDATA[strategy]]></category>

		<guid isPermaLink="false">http://yaletmknowledgebase.org/?p=510</guid>
		<description><![CDATA[When it comes to successfully predicting the future, some might question the value of actually trying to do so. The future can be forecast with neither surety nor precision. Yet those who make little or no attempt to chart their future will find themselves in the unenviable position of merely reacting to the ongoing, often [...]]]></description>
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		<slash:comments>0</slash:comments>
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		<title>Paper: Mission Driven Governance (2009)</title>
		<link>http://yaletmknowledgebase.org/featured/paper-mission-driven-governance-2009/</link>
		<comments>http://yaletmknowledgebase.org/featured/paper-mission-driven-governance-2009/#comments</comments>
		<pubDate>Tue, 19 May 2009 16:38:31 +0000</pubDate>
		<dc:creator>Raymond Fisman</dc:creator>
				<category><![CDATA[Featured]]></category>
		<category><![CDATA[Governance]]></category>
		<category><![CDATA[Leadership]]></category>
		<category><![CDATA[Papers]]></category>
		<category><![CDATA[alignment]]></category>
		<category><![CDATA[decision making]]></category>
		<category><![CDATA[mission]]></category>
		<category><![CDATA[organizational culture]]></category>

		<guid isPermaLink="false">http://yaletmknowledgebase.org/?p=350</guid>
		<description><![CDATA[The prevailing governance model is fundamentally adversarial, pitting board members in a never-ending struggle with executives. This model may ensure that the legal requirements of oversight and compliance are met, but it does little to advance the organization’s goals. The authors of this paper propose a new and more effective framework, one where board members [...]]]></description>
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		<slash:comments>0</slash:comments>
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		<item>
		<title>Case Study: Cornerstone Theater Company (2008)</title>
		<link>http://yaletmknowledgebase.org/case-studies/case-study-cornerstone-theater-company-2008/</link>
		<comments>http://yaletmknowledgebase.org/case-studies/case-study-cornerstone-theater-company-2008/#comments</comments>
		<pubDate>Tue, 01 Jan 2008 22:00:48 +0000</pubDate>
		<dc:creator>Belina Mizrahi</dc:creator>
				<category><![CDATA[Case Studies]]></category>
		<category><![CDATA[Marketing & Development]]></category>
		<category><![CDATA[Organizational Direction]]></category>
		<category><![CDATA[alignment]]></category>
		<category><![CDATA[decision making]]></category>
		<category><![CDATA[growth]]></category>
		<category><![CDATA[joint ventures]]></category>
		<category><![CDATA[planning]]></category>
		<category><![CDATA[sustainability]]></category>

		<guid isPermaLink="false">http://yaletmknowledgebase.org/?p=440</guid>
		<description><![CDATA[In early 2007, Cornerstone Theater Company’s Managing Director Shay Wafer aimed to create a sustainable economic model to stabilize the company. The company had never relied on ticket income as a significant source of revenue, using a Pay-What-You-Can model from the very beginning. It could not start charging fixed prices to its core community audiences [...]]]></description>
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