Theatre production and cultural policy during the pandemic: Leadership and memory narratives

Abstract

The pandemic showed that theatres are able to adapt, re-position and re-focus their work, through digital means and by using diverse social media tools, in order to stay present and active during periods in which their models of traditional production and existence are limited. The research explores the rationale behind so called “pandemic production,” digital narratives and main approaches of managers and leaders in the public theatres during the pandemic phase, while noting the lack of cultural policy leadership. The roles of theatre managers was of the most importance and the pace of adaptation depended on their skills and talent. For all stakeholders, the new reality caused by the pandemic opened the horizons of ethics and aesthetics of solidarity, empathy, care, and critical reflections (within theatres and among independent theatre practitioners), while cultural policymakers chose to act as bureaucrats, missing the opportunity to step in with more vision and leadership, which lad to the downgrading of their role to pure administration.