Orpheus Chamber Orchestra: Who's Leading Who?

When Julian Fifer set up Orpheus he wanted to give musicians back their artistic freedom, and empower them to make all the decisions, making (he hoped) for happier musicians and outstanding performances. On paper, this collaborative approach seems like a recipe for disaster. Musicians of Orpheus’ caliber are smart, accomplished and often egotistical. So how does this collaborative leadership play out in reality?

Back at the start, all 27 members of the orchestra participated in every decision for every piece of music they played. Decisions were to be unanimous. It soon became evident, however, that this collaborative approach was far too time-consuming. And when consensus was finally reached, it tended to dilute the passion of the performance.

To counter this, Orpheus tried an alternative rehearsal method – an approach that they have used ever since. For every piece of music the orchestra performs, they first assign a core group of musicians who decide how to play it, and then rehearse it before the whole orchestra does. The first violinist typically leads the group. During pauses in the rehearsals other musicians make suggestions or objections and hold their own debates. Some members will also sit down in the main auditorium, to critique the performance as members of the audience.

A key role in Orpheus is that of concertmaster, which is rotated amongst the orchestra’s players. While the core group initially influences how the music should be played, the concertmaster runs the rehearsals, facilitates debates and helps resolve any problems as the performance dates approach. Concertmasters and core groups can change from piece to piece as well as from concert to concert, to keep interpretation as fresh and dynamic as possible.

‘Having to modulate our personalities and to take on different roles gives us an opportunity to develop leadership skills, as well as a chance to be supportive.’[2] Orpheus member

Once the orchestra takes to the stage, the group communicates by body language. At this point, everyone has responsibility for leadership and for the performance. Players invite musicians to join them in particular sections while others acknowlege their lead, all with the nod of a head or the tilting of a bow. When each piece is finished, the orchestra leaves the stage and players return to different seats according to their role within the next piece.

From Orchestra Practice to Business Practice

Where previously hierarchical organizations were the norm, today the trend is towards a decentralized approach to give organizations more flexibility and agility. Self-governance, collaboration and consensus have therefore become vital leadership tools. With over 30 years' experience at putting these tools into practice, Orpheus offers valuable insights into collaborative leadership for business. The orchestra has worked with big-name clients such as Goldman Sachs, Morgan Stanley Dean Witter, Kraft Foods and Novartis, providing them with management and training advice. The Orpheus Process has also been employed at Harvard Business School, Stanford, and the University of California, Berkeley.

Orpheus’ seminar program currently includes[3]:

• team building techniques
• self-coaching techniques
• maintaining team commitment during challenging situations
• strategies for negotiation and conflict resolution
• techniques for trouble-shooting and handling system breakdowns

The Lessons We Can Learn

There are many lessons that business leaders can take from Orpheus’ experience, and apply to their own organizations. For instance:

• collaborative leadership is a dynamic and evolutionary process, that requires a commitment of effort, time and trust
• sharing and rotating leadership can spark greater creativity, and keep individuals motivated and engaged
• collaboration can be chaos-free, provided there is clarity about individuals’ roles within the process
• by placing value in both followers and leaders, organizations can build a healthy and productive organizational culture
• collaborative leadership can help build connectivity across and between teams
• it encourages independent, critical thinking, which is good for problem-solving and innovation
• a collaborative approach allows individuals to feel that their opinion is valued and that what they do can make a difference
• allowing everyone in the organization some measure of leadership encourages a sense of individual and collective responsibility that delivers better results

Conclusion

In a fast-moving and complex business world, talented workers have much to offer organizations. If the leadership is too hierarchical and autocratic, however, it can stifle employees’ initiative and wish to make a difference.

Collaborative leadership can give organizations much needed flexibility, and help boost employee engagement. While it may not be appropriate for all organizations, Orpheus’ success shows that consensus and collaboration can be the most effective tools for leadership.

Find out More

To find out more about the Orpheus Chamber Orchestra and the lessons it can offer organizations, then take a look at their book, Leadership Ensemble: Lessons in Collaborative Management from the World’s Only Conductorless Orchestra, by Harvey Seifter and Peter Economy.