Mark Ravenhill in conversation (April 2020), Impro and Schaubühne

Thomas Ostermeier, director of the Schaubühne and playwright Mark Ravenhill in conversation with Peter M. Boenisch (Aarhus University and The Royal Central School of Speech and Drama) on why the Schaubühne matters and the role it plays in the German and wider international theatre landscape.

I’ve met Mark on a handful of occasions and I think his work is required reading/seeing for playwrights today. This conversation touches on other notable works and writers such as the impact of Sarah Kane’s Blasted (another writer who is performed in Europe widely). It’s of April 2020 so touches on theatre and the world as of now.

This is Mark talking about the importance of Improvisation, and notably Keith Johnstone’s book, Impro. Impro is an important and classic text for story tellers of all sorts but theatre thinkers in particular. Keith’s book Impro here and for story tellers here.

Review, Thinking Bigly online

Laura Kressly reviews Thinking Bigly:

Between Ben Yeoh and David Finnegan, there’s an impressive array of interests, knowledge and skills. Theatre, economics and climate change are among them. Their lecture-performance amalgamates these three topics into an engaging, informative and interactive presentation that gives a wide-angle view on what we can do to save the planet.

Though normally performed on stage, their live stream version still has a lot of engagement with the audience. A live chat on the right third of the screen allows viewers to answer questions, polls, and talk amongst themselves. The left two-thirds of the screen is dominated by the graphs, images and charts of a PowerPoint presentation, with Yeoh and Finnegan each in their own box in a corner of that space. Constrained by the range of their computer cameras and microphones, they represent each of us in all of this – an individual on their own has limited impact, but together we are mighty.

Though they acknowledge that there is vast inequality, that major corporations and world leaders bear the brunt of responsibility, and every eco-friendly choice seems to not be so eco-friendly after all when you consider it more broadly, their show is one of optimism. Its core holds a reassurance that cultural change can happen remarkably quickly in the grand scheme of things, and there are absolutely things we can do to help move it along. The pair perkily employ a few examples to back themselves up, which is comforting when faced with the frighteningly steep incline of the line that logs the kilotonnes of carbon in the air.

Both informative and entertaining, it leans more towards a lecture than a performance – at least it does in this digital form, what with Yeoh and Finnegan not able to be in the same space. Though there’s plenty to look at, there isn’t much scope for staging. However, the ability to chat with other audience members without disrupting the show adds an interesting dynamic that fosters a sense of inclusion and informality. It’s a welcome change from the typical, silent rigidity expected in most British theatres.

Given the success of TED Talks in their video format, lecture-performance seems particularly suitable to on-screen viewing. On the other hand, this flexibility is more permissive of a lack of theatricality, to the extent that it provokes reflection on how much the form is or isn’t theatre

From her site here. More on Thinking Bigly here.

OMG first used in 1917 in a letter to Winston Churchill

OMG was used in a letter in Winston Churchill in 1917. 🤯

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John “Jacky” Fisher was an admiral and naval innovator, who began World War I as First Sea Lord but resigned in 1915.

“…During his time as Second Sea Lord (1902-3) Fisher began putting into practice his reforms for the navy; his major achievement at this time was the Selbourne Scheme of entry and training for officers in 1902, which was a common entry and training for all naval officers, and to ensure that in the age of mechanisation all officers would have a familiarity with engines. In 1903-4 Fisher was Commander-in-Chief at Portsmouth, from which position he could superintend the establishment of the Royal Naval College at Osborne, where new Cadets received their initial naval training. He also served on the Esher Committee, whose recommendations, accepted by the Cabinet, called for a reorganisation of the War Office, and Committee of Imperial Defence.

On the 21st October 1904, at the age of 63, Fisher became First Sea Lord. His main preoccupation was to prepare for the coming of the war with Germany, and developing a more powerful fleet He was responsible for the launch of the first ‘all big gun’ fast battleship, using the new turbine engines. HMS Dreadnought was launched in Portsmouth in 1906, combining great speed with immensely increased gun power. It rendered most of the fleet obsolete at one stroke. Fisher also oversaw the developments of the submarine with its torpedo weapons. The rapidly changing face of the navy brought hostile criticism from conservative parties both within the navy and without. His greatest rival, Lord Charles Beresford, appointed Commander in Chief of the Channel Fleet, became more and more estranged with Fisher and at odds with the Admiralty. Finally, when his command was terminated in 1909, he made public his criticisms of Fisher and his reforms. Fisher remained in office until January 1910 but was succeeded by Sir Arthur Wilson, who was sympathetic to his reforms. During his period in office, he was awarded with the Order of Merit in 1904, appointed Knight Grand Cross of the Royal Victorian Order (GCVO) in 1908 and in 1909, was raised to the peerage with the title of Baron Fisher of Kilverstone, a Norfolk estate.

In 1912 he became chairman of the Royal Commission on Oil Fuel. This had been another of his interests during his term in office and resulted in the adoption of using oil fuel in all new ships being constructed. In October 1914, he returned to the Admiralty as First Sea Lord, in which time he was involved in ship construction. He became at odds with the First Lord of the Admiralty, Winston Churchill over the proposed Dardenelles campaign. Fisher believed that the persistence in attacking the Dardanelles would jeopardise the success of the major naval strategy of the war, but was forced to concede and allow the campaign to take place. As the campaign unfolded and became clear that it was a hopeless one, he became more and more discontented and resigned his office in 1915. …”