Making Shared Governance Work: Strategies and Challenges

Author(s):  
M. M. Balkun
Author(s):  
Juniper Hill

Assessing creative work is often challenging, even more so in culturally diverse learning environments, in which students and educators may not hold the same musical values. An instructor aiming to teach proficiency within a specific style may unintentionally give feedback that devalues a student’s personal creative expressions, which in many cases reflect diverse musical heritages. Such devaluing feedback can inhibit individual creative development, stifle innovation, and perpetuate sociocultural power imbalances. In this chapter examples from jazz, classical, and traditional musicians in Cape Town and Helsinki illustrate how and why idiomatic boundaries are enforced, how musical value judgments can perpetuate social inequalities, and how negative feedback can inhibit individual creative development. The chapter emphasizes the personal, social, and cultural importance of embracing musical diversity and the value of permitting and supporting developing musicians to go beyond idiomatic conventions in their creative work. Strategies are discussed for how music educators might better support individual creative development and social justice.


2021 ◽  
pp. 1-21
Author(s):  
Christian Downie

Abstract In policy domains characterised by complexity, international organizations (IOs) with overlapping mandates and governance functions regularly interact in ways that have important implications for global governance. Yet the dynamics of IO interactions remain understudied. This article breaks new ground by building on the theoretical insights of organizational ecology to examine IO competition, cooperation, and adaptation in the domain of energy. Drawing on original empirical data, I consider three related hypotheses: (1) competition between IOs in the same population is likely to centre on material resources; (2) IOs are more likely to cooperate when they have a shared governance goal; and (3) individual IOs can adapt by changing their goals and boundaries. In considering these hypotheses, this article highlights the limits of the organizational ecology approach and the need to broaden it to account for the possibility that IOs do cooperate, and that individual IOs, such as the International Energy Agency, have the capacity to adapt to changes in their environment.


2010 ◽  
Vol 2010 (151) ◽  
pp. 71-81 ◽  
Author(s):  
Matthew A. Crellin
Keyword(s):  

2021 ◽  
Vol 51 (4) ◽  
pp. 206-211
Author(s):  
Tim Porter O'Grady ◽  
Joanne T. Clavelle
Keyword(s):  

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