The Theory of Performance
Performance Theory
Performance theory is the broad idea that not only do we perform on stage, we perform the everyday life. With each situation we face, we must choose how to act accordingly. Performance theory questions why we perform the way we do in certain situations, and which factors affect those performances. Richard Schechner, a professor of performance studies has had a huge and profound impact on the academic theory of performance. “It is important to develop and articulate theories concerning how performances are generated, transmitted, received, and evaluated. In pursuit of these goals, Performance Studies is insistently intercultural, inter-generic, and inter-disciplinary.” (Schechner, 1995) This concept asserts the importance of different systems of transformations, which vary greatly from culture to culture, and over historical periods and movements. In Performance Studies, Schechner asserts that “Performing onstage, performing in special social situations (public ceremonies, for example), and performing in everyday life are a continuum”. (Schechner, 2002, p.143) We can’t argue that each and every one of us is a way a ‘performer’ as our engagement in real life and interactive groups is often interchangeable from role play.
First, we must break down the Performance Theory into more detailed avenues of thought. Performance Theory can be broken down first into two categories; the action aspect, and the outcome aspect. The action aspect is what a group or individual does in the performance situation. “Performance is what the organization hires one to do, and do well.” (Campbell et al., 1993 p.40) The outcome aspect is the result of the group’s or individual’s behavior. Some believe that the outcome aspect isn’t a part of performance, so for time’s sake, this essay will focus more on the action aspect of performance.
Within the action aspect of performance, performance theory can be looked at in a multitude of ways. It can be broken down further into;
Performance theory is the broad idea that not only do we perform on stage, we perform the everyday life. With each situation we face, we must choose how to act accordingly. Performance theory questions why we perform the way we do in certain situations, and which factors affect those performances. Richard Schechner, a professor of performance studies has had a huge and profound impact on the academic theory of performance. “It is important to develop and articulate theories concerning how performances are generated, transmitted, received, and evaluated. In pursuit of these goals, Performance Studies is insistently intercultural, inter-generic, and inter-disciplinary.” (Schechner, 1995) This concept asserts the importance of different systems of transformations, which vary greatly from culture to culture, and over historical periods and movements. In Performance Studies, Schechner asserts that “Performing onstage, performing in special social situations (public ceremonies, for example), and performing in everyday life are a continuum”. (Schechner, 2002, p.143) We can’t argue that each and every one of us is a way a ‘performer’ as our engagement in real life and interactive groups is often interchangeable from role play.
First, we must break down the Performance Theory into more detailed avenues of thought. Performance Theory can be broken down first into two categories; the action aspect, and the outcome aspect. The action aspect is what a group or individual does in the performance situation. “Performance is what the organization hires one to do, and do well.” (Campbell et al., 1993 p.40) The outcome aspect is the result of the group’s or individual’s behavior. Some believe that the outcome aspect isn’t a part of performance, so for time’s sake, this essay will focus more on the action aspect of performance.
Within the action aspect of performance, performance theory can be looked at in a multitude of ways. It can be broken down further into;
Bibliography: Campbell, J., McIlroy, R., Oppler, S., & Sager, C. (1993). A Theory of Performance. In E. Schmitt, Personnel Selection in Organizations (pp. 35-70). San Francisco: Jossey-Bass. Schechner, R. (1995). Performance Studies Textbook. Philadelphia: University of Pennsylvania Press. Schechner, R. (2002). Performance Studies: An Introduction. Routledge. Sonnentag, S., & Frese, M. (2001). Performance Concepts and Performance Theory. University of Konstanz; University of Giessen.