Culture creates an opportunity for common everyday practices to learn from the past, address gender issues, discrimination, violence and other society’s problems.
Cultural administration engaging with these issues constructively forms a path for SDGs to apply effectively. The steps are as follows:
-Choose the path.
Know thyself. Organizations tend to assume a lot about the world their customers live in, employees operate at. Yet cultural administration actions localise the focus and engages into a deeper look:
–Empathy with statistics. The search process must be sensitive to a socio-cultural landscape. Open all your senses and incorporate what you see with what you read about what you see.
–Observation with examples. Understanding must be done by diving into the actual culture. Thick data should be collected at the premise to compliment and evaluate objective data.
–Interpretation with analysis. Understanding should come from knowledge complexity and emerge as a story, not as a plain graph. Engage in a dialogue with the findings until it speaks out.
Choose the path. Frequently people tend to concentrate on something they don’t have. Cultural administration invites decision-makers to capitalise on the potential at hand – what the place and this context has to offer.
–Context in plans for development. Development becomes contextual. Actions relate to the place and its needs.
–Trends in perspective. Strategies connect with the future expectations. Application of ideas when materialised meets the problems at hand.
–SDGs as values and mission. Values and mission statements transform from bodiless notions to applicable moves and understandable targets across variety of stakeholders.
–Culture transformation within. Integrating SDGs into the actions shapes the culture on multiple dimensions. The sustainable landscape grows from inertially.
Execute possibilities. Current capitalist mindsets is very individualistic. Cultural administration offers to put effort on the ecosystems for better growth by shifting the perspective from exploitation to exploration.
–Organism, not an organisation. The way an institution, group, community works should be interpreted as an ecosystem of intertwined structures. All stakeholders are interdependent. This network system must coexist, otherwise, each member suffers in the long run.
–Possibilities not options. Every action has to be understood as a possibility for all ecosystem to grow. The focus must be put on finding ways to collaborate; hence the look should be holistic.
–Exploration, not exploitation. Searching for opportunities and scalability must be in partnership with others. It means creative co-growth when one not takes from the other but invites everybody involved to act together.