A chronological review of the field work of the Symphony Orchestra Institute, which began in 1997 and which was concluded in late 2003, is described below.

In mid-1997, the Institute initiated an "OD-in-Residence" program involving two symphony organizational research projects which were completed in 1998.

The first "ODR" project involved the Portland (Oregon) Symphony and was undertaken by Dr. Saul Eisen, professor in organizational behavior at Sonoma State University. The second program, involving the Toledo Symphony, was under the leadership of Professor Karen Grochau, of Case Western Reserve University. As an outcome to each program, the leadership members of the board, orchestra, and staff, along with many other organizational participants, became increasingly aware of the complexity and systemic nature of their organizations, and of the impact of traditional organizational processes and behavioral patterns on the effectiveness of their institutions.

Through these efforts, the Institute confirmed a number of views about how symphony organizations functioned, but also determined that almost any form of academic or consultative inquiry research into -- or "learning" about -- a symphony organization was likely to alter the very dynamics of organization, while in process, and also leave the participants in a state of expectancy of improvement after the review ended. Thus, unless, at the outset, ongoing assistance were planned and then carried out in a professional, well-designed, and principled way, involving the whole organization, no changes in organizational functioning would likely result. More so, given the expectations created, such a study might lead to less, not more, effectiveness and workplace satisfaction.

As the above program was underway, the Institute became familiar with the work of Dr. Paul Boulian in assisting the Hartford Symphony organization to advance its effectiveness and cohesion through a non-traditional approach to collective bargaining. This work was subsequently reported in Harmony (See below links). Arising from this work, Paul Boulian joined the Institute's Board of Directors and began to help guide the Institute's approach to symphony organizational improvement programs in the field.

The Process of Change in Harmony #5

On the Path to Change in Harmony #5

As a first step in this new direction, the Institute adopted and published a statement of Beliefs and Principles to guide its own future organizational consultation efforts (See Related Links). The Institute believes that this statement is an excellent guide for the leaders and participants of each constituency in any symphony organization if it wishes to pursue organizational change and improvement on an ethical and effective basis, and for consultants who wish to facilitate such endeavors.

Since early 1998, the Institute has assisted, in various ways, six organizations seeking to improve their functioning and effectiveness. A brief description of each engagement is as follows.

Over the period 1998 into 2001, the Institute worked with the Philadelphia Orchestra Association to build trust and working relationships among all constituencies. In due course, this work was then focused on the development of processes to integrate the work the administrative departments and lay a foundation for improved strategic planning. We facilitated the development of a new governance process which is now fully implemented and assisted in streamlining the organization's administrative process. Significant aspects of this engagement were reported in Harmony in the following article:

Explorations in Governance and Leadership
in Harmony #14

In early 2000 and into 2001, the Institute worked with the Toronto Symphony organization to find and follow a path through an urgent, deep financial crisis. This effort led to a series of first ever meetings among many members of the board, staff, orchestra, and volunteer group. Out of these efforts arose behavioral changes and a commitment to the organization's preservation by many participants in all constituencies, which commitment may have played a part in subsequent steps which led to the preservation of this institution.

In two somewhat special engagements in 2000, the Institute

• carried out a one day intervention at a retreat of the board of directors of the Florida Orchestra organization attended by staff members, and augmented by other nonboard orchestra members. The purpose of this intensive meeting was to design and adopt an inclusive process for developing a strategic plan and a multi-constituent process for the reorganization of the board.
  
  
• helped to bring order and discipline to an ongoing multi-constituent planning process within the Milwaukee Symphony organization, with special attention to the clarity and accountability of shorter term work planning in order to better address immediate financial challenges.

In 2002, the Institute assisted the Baltimore Symphony organization to provide focus and clarity in carrying earlier identified core values forward into a strategic plan. In the course of this work, we helped the organization identify the conditions needed to remain viable. Per prior agreement, the Institute withdrew when a decision was made to reopen the orchestra's collective bargaining agreement.

During 2002 and into 2003, the Institute was engaged by the Saint Paul Chamber Orchestra organization to assist in a concerted and intensive effort to implement key elements of a strategic plan earlier adopted through a multi-constituency process. It was agreed that this work would be accomplished through the design and facilitation of a contract renewal process relating to the orchestra's collective bargaining agreement. This program was extensively reported in Harmony #16 (see below links and next paragraph). In summary, through this process, the organization

• Redefined the work of the orchestra's musicians.
  
  
• Created structures and methodologies to vest the orchestra's musicians with significant responsibility for the artistic future of the SPCO, along with other structures and procedures to sustain a multi-constituent conversation about that future artistry, as it unfolds.
  
  
• Helped all parties deal collaboratively with very difficult financial issues which emerged during the course of the engagement.

A Bold Experiment in Harmony #16

Good Governance for Challenging Times

A Bold Experiment: The Process

Of particular interest in understanding the SPCO developments are the views of the orchestra members involved in the Contract Renewal Group. These views were expressed in a roundtable discussion presented in the Harmony #16 SPCO series (see below link). As background to these views, we are juxtapositioning a link to a Harmony #8 article presenting a roundtable of musicians in a number of orchestras discussing the challenges players have in assuming leadership roles within their orchestras.

Contract Renewal Process: Through Musicians' Lenses
in Harmony #16

Players Representing and Leading Players in Harmony #8

As of early 2005, the new organizational patterns adopted by SPCO were well along in implementation.

In addition to the above organizational engagements, the Institute worked in a facilitating or discussion-stimulating role with various industry groups and entities. This work was supplemented by speaking engagements and participation on various panels within symphony organizations, at industry group meetings, and at educational institutions training future orchestra members and managers.