Introduction
“When the music changes, so does the dance.” – African Proverb
Dance is a universal language, which encompasses many styles. It is an expression of music through fluid physical movement. Dancers are dynamic performers, typically trained in a variety of disciplines such as ballet, lyrical, modern, jazz and tap. By learning various dance techniques, a dancer is enabled to create choreography appropriate to any music given. Dancers are dynamic performers, constantly analysing the music, listening and moving to the rhythm, and creating steps to the dance. As the African Proverb suggest, as the music changes, the dance does as well. In many ways, managers are much like dancers. Dynamic managers are knowledgeable and trained in many business theories. Equipped with this knowledge, a manager is able to approach a situation or problem, much like a well-versed dancer approaches new music. For both managers and dancers, theory is used in practice, as well as practice moulds theory. It is a constant cycle that pervades as new situations or music arises.
Theory in Practice
Management is a blend of art and science, which is experienced mostly by practitioners. Both of these elements are quasi-focal in the dimension of creativity and innovation, but entirely different when practice comes into the picture. Much like the dancer metaphor, science is seen as a driver of most management theories, where physics is the driver of most dancing techniques. Art is the driver for improvisation of these theories in practice. A dancer creates movement through artistic freedom with the foundation of technique. Yet a very common misconception prevails that theory and practice are polar opposites. It ignores the fact that for every good practice there is an underlying theory. “Theory gives practitioners that context and enables them to take a broader view of their functional work” (Timney, 1999). This argument has been further developed on the basis of real work experiences by... [continues]
“When the music changes, so does the dance.” – African Proverb
Dance is a universal language, which encompasses many styles. It is an expression of music through fluid physical movement. Dancers are dynamic performers, typically trained in a variety of disciplines such as ballet, lyrical, modern, jazz and tap. By learning various dance techniques, a dancer is enabled to create choreography appropriate to any music given. Dancers are dynamic performers, constantly analysing the music, listening and moving to the rhythm, and creating steps to the dance. As the African Proverb suggest, as the music changes, the dance does as well. In many ways, managers are much like dancers. Dynamic managers are knowledgeable and trained in many business theories. Equipped with this knowledge, a manager is able to approach a situation or problem, much like a well-versed dancer approaches new music. For both managers and dancers, theory is used in practice, as well as practice moulds theory. It is a constant cycle that pervades as new situations or music arises.
Theory in Practice
Management is a blend of art and science, which is experienced mostly by practitioners. Both of these elements are quasi-focal in the dimension of creativity and innovation, but entirely different when practice comes into the picture. Much like the dancer metaphor, science is seen as a driver of most management theories, where physics is the driver of most dancing techniques. Art is the driver for improvisation of these theories in practice. A dancer creates movement through artistic freedom with the foundation of technique. Yet a very common misconception prevails that theory and practice are polar opposites. It ignores the fact that for every good practice there is an underlying theory. “Theory gives practitioners that context and enables them to take a broader view of their functional work” (Timney, 1999). This argument has been further developed on the basis of real work experiences by... [continues]
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