Mon - Fri: 9 am - 12 pm



Female leadership - shared, participative leadership in cultural policy and management

 Milena Dragicevic Sesic, prof.
UNESCO Chair in cultural policy and management
University of Arts, Belgrade

 What are leadership skill for XXI century? Skills that would finally enable enough women not to be stopped by glass ceiling?

Where we can find adequate role models if cultural policy is male dominated discipline, and where leadership is nurtured only in a highly institutionalized cultural system? 

The innovative models can be found among leadership styles of independent cultural organizations in Europe, as they are more free to experiment, and as their leadership is value-based (not career-driven). 

The aim of the lectures is to identify to what women leadership is different, value-based, context dependent and time-bound; how women leaders are seeing themselves as social entrepreneurs within cultural realm, and also as an important part of socio-political movements. 

The lecture will be based on research done last year showing that the leadership models and styles, especially among female leaders, present a hybrid in between transformational and participatory-group or shared leadership, linked to the ethos and values of solidarity, collaboration and activism. 

Theoretical background:

According to Moore’s theory on public value, strategic triangle consists of operational capacities, legitimacy and resources, and public value (Moore, 1995). The public value created in cultural organizations can include artistic, cultural and social values. Those values depend on the organizations leadership and management, their ability to create strategy that is operational and in accordance with the organizational mission and vision. Traditional, public cultural institutions, founded and financially supported by the public authorities (Ministry of culture, municipal authorities, regional government) for years have been focusing on artistic and cultural value, not seeing themselves as agents of social change. However, this notion is changing, and institutions are opening their spaces for different partnerships and projects. On the other hand, independent organizations from the moment of their creation are inclining towards social activism, while keeping artistic values as secondary. 

The leadership style is modifying and adapting over time, according to overall evolution of the organization, and Winkley claims that constant change of context is influencing leadership style. The organizational culture cannot be changed fast, although some relevant impact is possible to be done over period of two to four years. Still, fundamental change of culture is long process, and the idea is to be rooted in the organization after the particular leader leaves (Winkley, 2013). 


Business as a Tool to Design the Future

 Dr. David Batstone
Professor, University of San Francisco School of Management
Founder & Managing Partner, Just Business

 Thinking like a designer can transform the way organizations develop products, services, processes, and strategy. Future-leaning entrepreneurship brings together what is desirable from a human point of view with what is technologically feasible and economically viable.  This lecture empowers people who are not trained as designers to use creative tools to address a vast range of challenges.  The lecturer utilizes elements like empathy and experimentation to arrive at innovative solutions. This lecture will focus on how entrepreneurs can understand their audience, prototype their story, and inspire others to follow their lead.  Entrepreneurs can then make decisions based on what future customers really want instead of relying only on historical data or making risky bets based on instinct instead of evidence. 


The Cultural Politics of Cooperation 

 Anke Simone Schad, PhD
Cultural policy analyst, evaluator and facilitator
Vienna, Austria 

 Cooperation has long become a cultural policy imperative, implemented in bi- and multilateral programs and projects on local, regional, national, European and international level. Notoriously, cooperation is both necessary and challenging for individuals and organisations alike (Sennett 2012). What does this mean for actors involved in cultural policy, confronted with ecological developments (diminishing of resources), socioeconomic developments (increasing competition and inequality), technological developments (virtual instead of physical encounters)? What are the normative, regulative, and cultural-cognitive (Scott 2014) preconditions for cooperation to flourish? What indicates that any interaction labelled as cooperation is actually obscuring unfair, illegitimate, and unjust behaviour?  What are the modes of steering a cooperation project towards success respectively, towards failure? This lecture deals with cooperation and its implementation in cultural policy based on theoretical references, with a strong focus on empirical observations derived from over a decade of experience as a cultural policy analyst and evaluator and facilitator of projects. 

Modes of exchange in digital age

Lecture will focus on three modes of exchange - reciprocity, redistribution and market in the times when digital technology is shaping our lives.

Technology and Science in ART

- the first artists/shamans in the "neolitic times";
- a jump to "Renaissance, art talks about "science" and myths;
- closer to us, Edvard Munch brings emotions to ART;
- the giant revolution made by Marcel Duchamp in ART who invents the "ready made";
- performance, installation and conceptual ART;
- so what about "technology and science?


Future Worker

• Framework of Programme within Unicult interfacing:

o day.1 RETRO

 MAST toolkit revision, UNG/Kersnikova

 keynote lecture(s)

 poster session of student projects & materials (mentors of P1,2,3 curate) incl documentary material (e.g. video), with “mingling feedback” by MAST consortium & Unicult experts; derivation into CD; each event to be represented by 2-3 projects.

 (PMG1/3) project selection for public event

o day.2 NOW !

 MAST toolkit testing: Situation Room with challenge by guestX; UNG/P & Kers/J

 MAST courses evaluation (students & staff) moder. by Klemen

 Unicult:MAST expert consultancy meetups (project/career consulting)

 (PMG2/3) revising curriculum, moder. by UNG/P

o day.3 FUTURE

 presenting selected MAST student projects and challenge solutions <PUBLIC EVENT of Unicult programme>

 round table on the future of work within AST (incl MAST and externals); toolkit evaluation (UNG/P, MITI/C.S, TUG/N, Kers/J, CAE/R, CCA/D, guestX, student representative) <PUBLIC EVENT of Unicult programme>>

 (PMG3/3) consolidating curriculum, moder. by UNG/P; planning next year






La Biennale di Venezia, the 58th International Art Exhibition 2019



 Mon – Fri: 12pm - 13 pm


Let’s Talk About Series
LTA series invite you to come, listen and contribute to an open discussion with Unicult2020 Faculty and notable guest speakers who share their diverse experience, perspectives, struggles, personal and career accomplishments with each other and the students in an informal framework. The format of LTA series encourages participants to contribute to the discussion sharing their knowledge and ideas. Therefore, by the end of the meeting everyone could have learned something new from each other. 












The Mentoring process is described as a developmental process - dynamic and unique to each student.  

Two weeks online and during the summer school, you will be able to meet your Mentors and schedule the mentoring sessions which will take place during the Advisory hours. A week before the program starts in Rijeka, you will connect to your Mentor online to prepare and develop your project. After the program in Rijeka or Osor are over, you will follow up on your project with your mentor online for an additional week. 

The mentoring process focuses on: 

  1. Project Development (helps the mentee achieve specific skills sets in order to develop his/her project, add value to the organization and progress);

  2. Goal Setting/Career Planning (helps the mentee identify his/her professional and personal goals, as well as to identifya long-term career path);

  3. Problem Solving (helps the mentee develop cognitive skills in order to strengthen the mental process of discovering, analyzing and solving problems to overcome obstacles)

  4. Networking (helps the mentee expand his/her professional connections and possible collaborations and partnerships at an international level).



The matching between mentees and mentors will be made after students send the filled Mentee Application Form containing details regarding the education, background, expectations and goals of each participant at the programme. 

The evaluation of the Mentee Application Form and the matching are made upon the following criteria:  background (knowledge, skills and relevance); shared interest (how the mentor can relate to the mentee work and vice versa); individual aim (to be achieved from Unicult2020 mentoring session). 

The matching will be made by the organizing team in order to create the best possible match and a balanced number of mentees for each mentor. 

Mentees will receive an individual e-mail containing the name and the contact of his/her mentor together with the Start-Up Package for participants (containing the Advisory hours), after which they can start approaching their mentors from 1st of July 2019 via e-mail. By the time the mentors will be contacted by mentees, they will already have received the Mentee Application Form from each person who will be advised by them during the two weeks summer school and possibly after the program. 

Suggestion: feel free to introduce yourself to the mentor, ask for resources (links, videos, bibliography), subjects to think about before you arrive in Rijeka or just get to know each other. 


During the summer school, students will be able to meet their mentors and schedule the mentoring sessions which will take place during the Advisory hours (to be found in the Start-Up Package sent to the participants who received the Acceptance letter to Unicult2020).


We cannot guarantee a long-term mentoring relationship. It is all about your attitude and initiative.  Go through this experience wisely and with enthusiasm. Engage, be curios and take notes. Speak out loud and respect each other’s opinion. Ask your mentor if he/she is willing to keep in touch with you after Unicult2020 ends. 

Mentee Name *
Mentee Name
Preferred Mentor Name 1
Preferred Mentor Name 1
Preferred Mentor Name 2
Preferred Mentor Name 2