Change and Continuity in Applied Theatre: Lessons Learnt from ‘the Longest Night’
- Publisher:
- Springer International Publishing
- Publication Type:
- Chapter
- Citation:
- Applied Theatre: Understanding Change, 2018, 22, pp. 95-113
- Issue Date:
- 2018
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20001217_9720753600005671.pdf | Published version | 1.97 MB |
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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.
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