Here’s a link to my list of Symphony Orchestras and Chamber Orchestras in the US formed since 2000. It’s by no means an exhaustive list and should be viewed as a “work in progress” (much as my similar list of US Opera organizations formed since 2000).
The other day, I was thinking about the Aesop’s Fable, “The Miller, His Son, and Their Ass“, while I was reflecting on the direction my musical career has taken. This was after a nine-day stint of 23 performances across a variety of musical genres.*
You are surely familiar with the story–a miller and his son take their ass to the market to sell it and along the way they meet several individuals or groups of people who comment or criticize them on their trip. The miller and his son adjust their journey according the comments or criticisms: when told they should be riding the ass, the miller puts his son on the ass; when criticized for not respecting the aged, the miller replaces himself on the ass; when criticized for being lazy, the miller then lets his son ride behind him; and when told they could more easily carry the ass rather than have it carry them, they proceed to tie the legs of the beast and haul it around with a pole. As they cross a bridge near the town, the townsfolk laugh at the sight before them and the commotion frightens the ass which breaks free of the restraints and tumbles into the river.
The obvious moral of the story is that if you try to please everyone, you end up pleasing no one.
One of frequent questions I’m asked when I point out the immense growth of opera companies, orchestras, and classical music ensembles over the past few decades is what their financial model is and whether that translates to making a livable wage or even whether that translates into the organization being sustainable and able to stay out of the red more than the mainstream, incumbent organizations.
Since my narrative, contra the Classical Music Crisis, involves demonstrating the field is simply constantly changing and evolving and redistributing total [performance and contributed] revenue to other newer organizations, I’ve been much more concerned with the trajectory of Classical Music group life-cycles.* The Crisis narrative focuses primarily on the mainstream and incumbent organizations and their health as a litmus test of the health of the field overall. Much of that narrative relies on a relatively static ensemble (and in some cases, a static and hegemonic audience culture) that’s unwilling to change.**
There’s such a problem with Eurocentric terminology when discussing analogues to a Western institution found in other cultures. That’s no different than with orchestras. I’ve used the phrase “Ethnic Orchestras” in reference to large ensembles modeled after the European-styled Orchestra (e.g. Traditional Chinese Orchestras), but at the same time, some of these large ensembles are definitely found within European countries (e.g. Mandolin Orchestras).
When I’m referring to large ensembles that have had little connection to the European-styled Orchestra and that are native to countries (e.g. Gamelan) I usually call those “Non-Western Orchestras.”
In a recent piece by Bill Zuckerman, which is ostensibly a defense of the state of Classical Music not being so dire as some Crisis folks are saying, we get the explanation that many of the types of values taught are the focus of music school instruction. While I don’t necessarily disagree with that, I do take some issue with Zuckerman’s examples of “new values” used by younger and newer musicians.