• Case Study: Dell’Arte International (2012)

    By: Xaq Webb,

    In July 2012,  Michael Fields, the producing artistic director of Dell’Arte International, had spent all morning in a meeting with the rest of the Hub, the group of five staff members who led Dell’Arte, discussing what was being called the Big Idea: a world tour showcasing the unique style of ensemble-based physical theater which the company had developed over the previous several decades. This world tour, to take place in the 2014-15 season, would be unlike Dell’Arte’s past international tours. It would be big, with several original plays touring around the world, making a bold statement about what Dell’Arte had become after decades of work. The Hub members were initially exuberant about the world tour, but had begun to imagine the inevitable challenges that would accompany an effort of such magnitude. There were the logistical issues that tours traditionally face, such as booking venues and financing the travel of a performing ensemble, as well as the staffing and financial limitations common to mid-sized theater companies.

    The most pressing challenge arose from the dual role company members served as both performers and faculty members. Dell’Arte was founded in the early ‘70s as both a resident ensemble company and a training school, both of which had become internationally recognized. When Dell’Arte’s Master of Fine Arts (MFA) program became accredited in 2003, the majority of the school’s faculty were also members of the ensemble company. So the dilemma loomed: How could Dell’Arte send its ensemble members on a grand world tour and simultaneously fulfill its obligation to its students?

    This case offers discussion of organizational direction.

    Dell'Arte International (2012) [CASE STUDY]


    Access video content by clicking on the link below:

    Dell'Arte International (2012) [Video



    Filed in: Artists and Artistry, Case Studies, Featured, Organizational Direction
    Keywords: , ,
    Added on: August 22, 2013