????2009年，安利公司（Amway）繼承人李克?迪沃斯借助一支精干的員工隊伍、日益普及的移動電話以及便捷的自家家庭基金在美國密歇根州大急流城創(chuàng)辦了ArtPrize藝術(shù)節(jié)。ArtPrize藝術(shù)展形式新穎，且獨具開放性。它不僅是一項藝術(shù)比賽，而且是一個盛大的藝術(shù)節(jié)日。首屆ArtPrize就吸引了超過200,000觀眾到場，舉辦方預(yù)計今年參觀人數(shù)能達(dá)到約500,000人次。

????那么，是什么讓ArtPrize藝術(shù)展如此與眾不同呢？在甄選參展藝術(shù)品方面，ArtPrize拋棄了傳統(tǒng)的評審團(tuán)評選制度，采取了觀眾公開評選的方式。而在參展場地選擇上，組織者提供活動網(wǎng)站，讓商家和參賽藝術(shù)家自由組合。結(jié)果就出現(xiàn)了這樣的情景：收容所、酒吧、店鋪、街道，甚至格蘭德河（the Grand River）的中央，都成了藝術(shù)品的展地。幾乎所有的ArtPrize藝術(shù)展獎項都由公眾投票決定；只要在ArtPrize藝術(shù)展現(xiàn)場完成注冊，人們可以通過發(fā)送手機(jī)短信或在ArtPrize藝術(shù)展官方網(wǎng)站上為自己喜歡的作品投票。去年的藝術(shù)展累計收到465,538張投票。

????如今，傳統(tǒng)的封閉式組織方式向開放式轉(zhuǎn)變的概念方興未艾，甚至已經(jīng)成為人心所向。所以，為什么不能把這種開源模式移植到藝術(shù)節(jié)上呢？

????近日，迪沃斯接受《財富》雜志（Fortune）專訪，談到了一直持續(xù)到10月9日的ArtPrize藝術(shù)展，探討了舉辦模式中哪些方面值得當(dāng)今企業(yè)及企業(yè)負(fù)責(zé)人借鑒。以下為編輯整理之后的采訪內(nèi)容。

????《財富》：在ArtPrize藝術(shù)展帶給您的經(jīng)驗教訓(xùn)中，哪些方面對企業(yè)來說同樣適用？

????李克?迪沃斯：如果能夠制定出一個沒有實質(zhì)性內(nèi)容的框架，然后放手讓其他人添磚加瓦，最終得到的結(jié)果真的很棒。個體的力量雖然有限，但如果大家都貢獻(xiàn)一分力量，結(jié)果比起少數(shù)幾個核心人物統(tǒng)一策劃的行動要好得多。

????作為領(lǐng)導(dǎo)者，我們要做的就是盡量避免設(shè)定條條框框……如果我能更好地提供條件，讓人們有機(jī)會提出自己的創(chuàng)意，那么，整個運作體系也會漸入佳境。比如同樣一棟建筑，藝術(shù)家能夠從中發(fā)現(xiàn)各種可能，而我卻做不到。

????策劃舉辦ArtPrize藝術(shù)展給您帶來的最大驚喜是什么？

????起初，我們設(shè)想的是，參加ArtPrize藝術(shù)展的觀眾應(yīng)該都是在20到30歲之間，智能手機(jī)不離手的年青一代?？墒聦崊s并非如此，ArtPrize藝術(shù)展現(xiàn)場觀眾的年齡跨度大大超出我們的想象，不僅能夠看到上了年紀(jì)的夫妻結(jié)伴而來，還有不少家庭帶著蹣跚學(xué)步的孩子來參觀。兒童參觀藝術(shù)展，這是我們從沒想到過的，我們甚至都沒能預(yù)先為孩子們準(zhǔn)備好T恤衫。

????有沒有那么一瞬間讓您感到您正在做一件大事？

????大急流城內(nèi)有一條貫穿市中心的小河，河上有一座人行天橋。平日里，這座橋上一片寂靜，每次也只有那么一兩個人走過。然而，每年ArtPrize藝術(shù)展舉辦期間，一切在突然之間發(fā)生了變化。橋上行人川流不息，沒有幾千人，至少也有幾百人（整條河的兩岸都布置著參展的藝術(shù)品）。他們聊著自己想要參觀的藝術(shù)品，打算去哪兒參觀。就算在用餐時間，您聽吧，他們談的內(nèi)容都是諸如想去參觀哪些藝術(shù)品，必須參觀的藝術(shù)品以及欣賞過哪些藝術(shù)品等等。

????您提出的“放權(quán)”的觀點可能對很多人來說還是難以接受，尤其是對業(yè)務(wù)經(jīng)理們來說。您能詳細(xì)闡述一下為什么您認(rèn)為它對ArtPrize藝術(shù)展的成功至關(guān)重要嗎？

????我們的干預(yù)越少，整個活動就會進(jìn)行得越好。我們所提供的只是一個大體框架，讓更多的人來添加實質(zhì)性的內(nèi)容，而集體的創(chuàng)造遠(yuǎn)比我們能做的更有價值，而且這一切無需專門建立龐大的項目小組和復(fù)雜的流程。這種方式允許藝術(shù)家、企業(yè)主以及場館和贊助商等各要素自由組合，建立豐富多樣的合作關(guān)系。藝術(shù)節(jié)的持續(xù)時間只有兩周半，但其間發(fā)生的事內(nèi)涵豐富，連我都很難一一歸納。

????企業(yè)主怎樣才能學(xué)著欣賞，或者至少是接受一定程度的放權(quán)，對此您有何見解？

????可以鼓勵人們先進(jìn)行小范圍的開源嘗試，不要一上來就拿公司的未來作為賭注?？梢韵葒@著某一種特定的產(chǎn)品或服務(wù)，進(jìn)行小范圍的嘗試，然后看看效果如何。我想，結(jié)果肯定會讓他們大受鼓舞。記住，從小范圍的嘗試入手，先看看結(jié)果再說。

????目前，ArtPrize的活動經(jīng)費預(yù)算只有將近300萬美元。您認(rèn)為眼下阻礙ArtPrize藝術(shù)展成為財務(wù)可持續(xù)性項目的因素是什么？

????目前，我們正逐漸發(fā)展成為一個可持續(xù)性的組織。我們創(chuàng)造出了一種全新的藝術(shù)策展模式。然而，在如何開展活動，以及制定制度方面，我們可能會有一些失誤。我們需要在組織層面盡可能的減少障礙。切忌對自己策劃能力盲目樂觀。

????到目前為止，上述舉措在ArtPrize藝術(shù)展上已經(jīng)顯示出效果了嗎？

????ArtPrize藝術(shù)展的總體目標(biāo)就是要將西密歇根州的文化轉(zhuǎn)變?yōu)闃酚趽肀?chuàng)新的文化。如今，我們看到，在大急流城涌現(xiàn)出了很多其他類型的活動——比如靈感源于ArtPrize藝術(shù)展的戲劇節(jié)；另外，還出現(xiàn)了一個匯集大量企業(yè)創(chuàng)意團(tuán)隊的聚會，他們在聚會上彼此交流心得。更有趣的是，我們聽到人們對藝術(shù)、創(chuàng)新和設(shè)計的熱情空前高漲。我看到企業(yè)家們和藝術(shù)家們因為ArtPrize藝術(shù)展而走到一起，開始全新的嘗試。人們都覺得瘋狂，但都在嘗試，而且都嘗到了甜頭。

????譯者：李淑玉/汪皓

????With a small staff, cell phones' growing reach, and the convenience of his family's foundation money, Amway heir Rick DeVos launched a novel, open-source art competition and festival called ArtPrize in Grand Rapids, Mich. in 2009. The event attracted more than 200,000 visitors in its inaugural year, and the group expects that to grow to some 500,000 this year.

????What makes ArtPrize a standout? Instead of using a traditional jury to decide which art to accept for exhibition, ArtPrize has opened up the selection process. It offers businesses and artists a website to match up with each other. The result: Art in homeless shelters, bars, shops, on the streets, even sitting in the middle the Grand River. Almost all the prize money is awarded by public vote; after registering at an ArtPrize location, people can choose their favorites by text message or on ArtPrize's website. Last year, 465,538 votes were cast.

????The notion of opening up traditionally closed organizations continues to gain relevance, to the point that it has almost become an expectation among consumers. So why not apply it to an art festival?

????DeVos discusses how ArtPrize -- which runs through Oct. 9 -- and its model could be useful to businesses and business leaders. An edited version of the interview follows.

????Fortune: What lessons have you learned from ArtPrize that corporations also could find useful?

????Rick DeVos: Really great things happen when you create a light-weight framework and let people go. A lot of individuals making small bets is better than a centrally planned effort.

????We created as few rules as possible…. The more I can help empower people to create their own creative endeavors, the better off the system will be. An artist will see the side of a building and see the potential that would never occur to me.

????What has surprised you about launching ArtPrize?

????We expected 20 to 30-year olds to show up with their smartphones. Who actually showed up [at ArtPrize] was so much wider than that --older couples and families with toddlers. We didn't even think about kids coming to ArtPrize. We didn't even have kids' T-shirts.

????Was there a moment in which you thought you were onto something?

????Grand Rapids has a river running through the edge of downtown with a pedestrian bridge that most days is really quite dead. Only one or two people at a time go across. Then during ArtPrize, suddenly, we hear hundreds if not thousands of people are streaming across it. [The river had art installed all along it.] They're talking about what they want to see, where to go. When people are going out to dinner -- every single conversation is what they wanted to see, what they had to see, what they had already seen.

????The notion of "letting go" can be incredibly difficult to stomach, especially for business managers. Can you describe why you believe it's essential to your project?

????The less we do, the better for the event overall. The more we can create a framework that empowers people and connects people, they're going to create things of … much more value than we could without building some huge team and process. That allows all sorts of relationships between artists and business owners, venues and sponsors to spring up. I struggle to even catalog everything that happens in these two and a half weeks.

????How do you think managers can develop more of an appreciation, or at least an acceptance, of letting loose some controls?

????Just encourage folks to try small scale experiments, not bet the future of the firm on open source. Find ways to open up their process around a particular product or service on a small scale and see how it works. You're going to be really invigorated by the response you get. Dive into something small and see what you get.

????What would you say stands in ArtPrize's path to becoming a financially sustainable project with an operating budget of close to $3 million?

????We're on track to become a sustainable organization. We've created a new model for an art event. We could make some bad decisions on how we run it, and set up the rules. We need to put as few organizational blocks in front of them. You need to have humility about your own ability to plan things.

????Have you seen any effects so far from ArtPrize?

????The overall goal of ArtPrize is to shift the culture of west Michigan to one that embraces creativity. We've already seen other events pop up in Grand Rapids -- a comedy festival informed by ArtPrize, and a hub where various businesses bring their creative teams together to rub shoulders. Anecdotally, we hear people who are more excited about art and creativity and design then they ever have been before. I see entrepreneurs and artists and ArtPrize existing in a similar realm -- it's about trying things. They both think they're crazy. Then they try it - and it works.