---
title: Inciter Art | Fractured Atlas | Change Management
description: Change Management | a writing, co-learning, and resource sharing space for an arts ecosystem with big ideas and bigger questions.
---

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# Artist Resources, Grants for Artists, Creative Projects, Making Money for Artists

Inciter Art

a writing, co-learning, and resource sharing space for an arts ecosystem with big ideas and bigger questions.

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## [Seeding Collaborations: Interview With Courtney Harge from OF/BY/FOR ALL](https://blog.fracturedatlas.org/seeding-collaborations-interview-with-courtneyharge)

<https://blog.fracturedatlas.org/author/sophia-park>

 By [Sophia Park](https://blog.fracturedatlas.org/author/sophia-park)   
February 22nd, 2023

In this edition of “Seeding Collaborations,” we talked with Courtney Harge, CEO of OF/BY/FOR ALL. OF/BY/FOR ALL is a non-profit organization that is invested in the work of helping organizations connect with their communities in effective, authentic ways. Different sectors have been coming to terms with what “community” means to them especially as efforts in diversity and inclusion continue within various institutions. As the art world further defines and works with communities, Harge offers advice on what meaningful connections can look like—especially between institutions and communities.

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[![Blog Feature](https://cdn2.hubspot.net/hubfs/298890/blog-files/blog--cards-feature.png)](https://blog.fracturedatlas.org/reintroducing-fractured-atlass-chief-executive-officer-theresa-hubbard)

[Leadership](https://blog.fracturedatlas.org/topic/leadership) | [Arts Administration](https://blog.fracturedatlas.org/topic/arts-administration) | [Arts And Culture](https://blog.fracturedatlas.org/topic/arts-and-culture) | [Arts Business](https://blog.fracturedatlas.org/topic/arts-business) | [Change Management](https://blog.fracturedatlas.org/topic/change-management)

## [(Re)introducing Fractured Atlas's Chief Executive Officer Theresa Hubbard](https://blog.fracturedatlas.org/reintroducing-fractured-atlass-chief-executive-officer-theresa-hubbard)

<https://blog.fracturedatlas.org/author/sophia-park>

 By [Sophia Park](https://blog.fracturedatlas.org/author/sophia-park)   
February 1st, 2023

In the midst of the transitions that we all faced during the past few years, we adjusted and adapted. For Fractured Atlas, the biggest transition that we experienced was an interim leadership period with Theresa Hubbard as the interim CEO. Today, we’d like to reintroduce Theresa to everyone as our new CEO.

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[How We Work](https://blog.fracturedatlas.org/topic/how-we-work) | [Leadership](https://blog.fracturedatlas.org/topic/leadership) | [Change Management](https://blog.fracturedatlas.org/topic/change-management) | [People Operations](https://blog.fracturedatlas.org/topic/people-operations) | [Human Resources](https://blog.fracturedatlas.org/topic/human-resources) | [Shared Leadership](https://blog.fracturedatlas.org/topic/shared-leadership) | [Staffing And Recruiting](https://blog.fracturedatlas.org/topic/staffing-and-recruiting) | [Teamwork](https://blog.fracturedatlas.org/topic/teamwork)

## [Assessing a Four Person Non-Hierarchical Leadership Team](https://blog.fracturedatlas.org/assessing-leadership-team)

<https://blog.fracturedatlas.org/author/tim-cynova>

 By [Tim Cynova](https://blog.fracturedatlas.org/author/tim-cynova)   
October 9th, 2019

Challenge How does a Board of Directors (re)craft its annual assessment of the CEO when that role is filled by a four-person, shared, non-hierarchical leadership team? This was precisely the challenge the Fractured Atlas Board faced in early 2019. Below, in detail, we describe the process we crafted to answer this question.

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## [Who Changed The Game?](https://blog.fracturedatlas.org/who-changed-the-game-c1db24eb47e8)

<https://blog.fracturedatlas.org/author/tim-cynova>

 By [Tim Cynova](https://blog.fracturedatlas.org/author/tim-cynova)   
June 13th, 2017

The Unwritten Employment Contract Here’s the link to this exciting video episode. Most of us in the cultural sector — and in the American workforce, for that matter — operate without a written employment contract. We apply for, and accept, jobs based on an understanding of the type of organization we’ll work for, its mission, the kind of work we’ll be expected to complete, and the conditions under which we’ll do the work: Dance company, the work of X choreographer, accounting, largely weekdays from 9 to 5.

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[![Blog Feature](https://cdn2.hubspot.net/hubfs/298890/blog-files/blog--cards-feature.png)](https://blog.fracturedatlas.org/5-ways-youre-flipping-fight-or-flight-switches-a254161fc967)

[Big Ideas](https://blog.fracturedatlas.org/topic/big-ideas) | [How We Work](https://blog.fracturedatlas.org/topic/how-we-work) | [Change Management](https://blog.fracturedatlas.org/topic/change-management) | [People Operations](https://blog.fracturedatlas.org/topic/people-operations) | [Human Resources](https://blog.fracturedatlas.org/topic/human-resources)

## [5 Ways You’re Flipping Fight or Flight Switches](https://blog.fracturedatlas.org/5-ways-youre-flipping-fight-or-flight-switches-a254161fc967)

<https://blog.fracturedatlas.org/author/tim-cynova>

 By [Tim Cynova](https://blog.fracturedatlas.org/author/tim-cynova)   
June 6th, 2017

The Magic of SCARF Image by herryway When was the last time you felt the Fight or Flight urge? Were you trapped on stage as a speaker droned on well past their allotted time? Was a donor giving you an earful about how you “screwed up their entire gala experience because they couldn’t have bottle service for their table”? Or, had you just received an email from your supervisor with those four dreaded words … We … need … to … talk.

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[![Blog Feature](https://cdn2.hubspot.net/hubfs/298890/blog-files/blog--cards-feature.png)](https://blog.fracturedatlas.org/calibrating-the-impact-of-organizational-change-104364fb62b1)

[Big Ideas](https://blog.fracturedatlas.org/topic/big-ideas) | [How We Work](https://blog.fracturedatlas.org/topic/how-we-work) | [Leadership](https://blog.fracturedatlas.org/topic/leadership) | [Change Management](https://blog.fracturedatlas.org/topic/change-management) | [People Operations](https://blog.fracturedatlas.org/topic/people-operations)

## [Calibrating the Impact of Organizational Change: The 5K Theory](https://blog.fracturedatlas.org/calibrating-the-impact-of-organizational-change-104364fb62b1)

<https://blog.fracturedatlas.org/author/tim-cynova>

 By [Tim Cynova](https://blog.fracturedatlas.org/author/tim-cynova)   
May 16th, 2017

Prefer this post in an audio format? Here you go. Change comes in an assortment of flavors, each impacting people in different ways. For the most part, any change initiative is less about the thing you’re changing and more about people’s reaction to the change. Don’t believe me? See Adam’s Equity Theory, Vroom’s Expectancy Theory, or Herzberg’s Two-Factor Theory, for starters. The world in which we live today is constantly changing, and the rate of change feels more like it’s increasing exponentially rather than simply incrementally anymore. For organizations trying to remain relevant and effective in this environment, they’re either moving forward or falling behind.

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[![Blog Feature](https://cdn2.hubspot.net/hubfs/298890/blog-files/blog--cards-feature.png)](https://blog.fracturedatlas.org/human-psychology-the-office-renovation-632c64939ce7)

[Big Ideas](https://blog.fracturedatlas.org/topic/big-ideas) | [Change Management](https://blog.fracturedatlas.org/topic/change-management) | [Human Resources](https://blog.fracturedatlas.org/topic/human-resources) | [Renovations](https://blog.fracturedatlas.org/topic/renovations)

## [Human Psychology & The Office Renovation (or any change initiative, for that matter)](https://blog.fracturedatlas.org/human-psychology-the-office-renovation-632c64939ce7)

<https://blog.fracturedatlas.org/author/tim-cynova>

 By [Tim Cynova](https://blog.fracturedatlas.org/author/tim-cynova)   
February 27th, 2017

Fractured Atlas office following our 2016 renovation Remember that time you tried to change something and it involved other people? People will love this new thing, you said. It will make their lives so much better and easier, you said. Remember how you were blindsided by the push back, the skepticism as to your motives, and the accompanying anxiety, angst, and negativity directed towards you? Remember how you shouldn’t have been surprised because behavioral scientists have spelled out why change initiatives — large and small — can be fraught?

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