Change and Continuity in Applied Theatre: Lessons Learnt from ‘the Longest Night’

McEwen, C

Change and Continuity in Applied Theatre: Lessons Learnt from ‘the Longest Night’

McEwen, C

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Publisher:: Springer International Publishing
Publication Type:: Chapter
Citation:: Applied Theatre: Understanding Change, 2018, 22, pp. 95-113
Issue Date:: 2018

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Field	Value	Language
dc.contributor.author	McEwen, C https://orcid.org/0000-0002-3121-5114
dc.contributor.editor	Freebody, K
dc.contributor.editor	Balfour, M
dc.contributor.editor	Finneran, M
dc.contributor.editor	Anderson, M
dc.date.accessioned	2022-12-13T21:58:38Z
dc.date.available	2022-12-13T21:58:38Z
dc.date.issued	2018
dc.identifier.citation	Applied Theatre: Understanding Change, 2018, 22, pp. 95-113
dc.identifier.isbn	9783319781778
dc.identifier.uri	http://hdl.handle.net/10453/164367
dc.description.abstract	This chapter presents an examination of how participation in applied theatre projects can engender change and continuity. Using Bourdieu’s field theory, I discuss the tensions that exist between the rhetoric of social change and outcomes for participants in applied theatre projects. In particular, I draw on findings from a longitudinal study of an exemplary Australian applied theatre project, The Longest Night. This study revealed that, though participants experienced some immediate change, the longer-term outcomes resembled permanence and gave an overwhelming sense of continuity. I argue that this is because this set of practices indirectly limits change as practitioners operate within a system that tends to contain their practice, product and impact, as well as reproduce legitimised social and cultural values and norms.
dc.language	en
dc.publisher	Springer International Publishing
dc.relation.ispartof	Applied Theatre: Understanding Change
dc.relation.isbasedon	10.1007/978-3-319-78178-5_7
dc.rights	info:eu-repo/semantics/closedAccess
dc.title	Change and Continuity in Applied Theatre: Lessons Learnt from ‘the Longest Night’
dc.type	Chapter
utslib.citation.volume	22
pubs.organisational-group	/University of Technology Sydney
pubs.organisational-group	/University of Technology Sydney/Faculty of Business
pubs.organisational-group	/University of Technology Sydney/Faculty of Business/Accounting Discipline
utslib.copyright.status	closed_access	*
pubs.consider-herdc	false
dc.date.updated	2022-12-13T21:58:36Z
pubs.publication-status	Published
pubs.volume	22

Abstract:

This chapter presents an examination of how participation in applied theatre projects can engender change and continuity. Using Bourdieu’s field theory, I discuss the tensions that exist between the rhetoric of social change and outcomes for participants in applied theatre projects. In particular, I draw on findings from a longitudinal study of an exemplary Australian applied theatre project, The Longest Night. This study revealed that, though participants experienced some immediate change, the longer-term outcomes resembled permanence and gave an overwhelming sense of continuity. I argue that this is because this set of practices indirectly limits change as practitioners operate within a system that tends to contain their practice, product and impact, as well as reproduce legitimised social and cultural values and norms.

Please use this identifier to cite or link to this item:

http://hdl.handle.net/10453/164367