Radical Change Theory and Synergistic Reading for Digital Age Youth

Those that create, promote and disseminate jazz are experiencing a period of radical change. The dwindling interest from the major labels in releasing jazz has led to a mushrooming of both traditionally imagined and virtual independent jazz labels, often musician-led by individuals or collectives. Despite the ‘democratised’ potentials of digital dissemination made possible through third party vendors and streaming services such as iTunes and Spotify, modest or non-existent advertising budgets and lack of coherent marketing strategies often result in independent releases being drowned in the noise of an overcrowded marketplace. Financial returns from limited sales are also modest. The commercial underpinning that in previous times afforded the jazz musician both potential apprenticeship and métier has become fractured through increasing scarcity of record company and private/public funding. Against this black backdrop, musicians have engaged in new ways of disseminating their work. DIY strategies, such as free download netlabels or interactive app-albums, have become increasingly commonplace. Fresh approaches — the need for which are highlighted in this article with reference to the European jazz scene — indicate how musicians are networking informally, often with little or no institutional support. This paper highlights to what extent market realignments have prompted individual and collective creative responses to current difficulties associated with the promotion of jazz music.

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Organizational Innovation in Times of Crises: The Case of Extension and Advisory Services

Journal of International Agricultural and Extension Education ◽

10.5191/jiaee.2021.28101 ◽

2021 ◽

Vol 28 (1) ◽

pp. 6-14

Author(s):

Kristin Davis ◽

Anna Snider ◽

Thomas Archibald ◽

Benjamin Grove ◽

Suresh Babu

Keyword(s):

Organizational Change ◽

International Development ◽

Organizational Innovation ◽

Flexible Structures ◽

Change Theory ◽

Radical Change ◽

Social Structures ◽

Future Directions ◽

Managing Change ◽

Problem Solve

Since it formally began, extension institutions have been innovating in response to the changing environment. Past crises have induced organizational innovation in limited ways. The COVID19 crisis appears to have brought about more radical change in extension organizations. In this manuscript, we apply organizational change theory including insights from recent research on adaptive management in international development to examine how extension organizations innovated during the COVID-19 crisis. We explore how extension organizations modified inputs such as human capital, technology, and equipment; outputs such as services; and organizational components, such as social structures, participants, and goals. We review previous crises to learn how global extension adapted and then examine contemporary experiences of organizational change during COVID-19. This allows us to provide suggestions for future directions for implementers on how to strengthen extension services to respond in times of crisis and continue to support clientele in varying circumstances. We suggest that extension organizations embrace inclusive technology cautiously, provide staff with skills to adapt and problem solve, and ensure flexible structures that allow for collaboration. Keywords: extension; innovation; managing change; organizations

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