Kaywin Feldman

An in-depth look at the many ways women around the world helped shape modern photography from the 1920s to the 1950s as they captured images of a radically changing world During the 1920s the New Woman was easy to recognize but hard to define. Hair bobbed and fashionably dressed, this iconic figure of modernity was everywhere, splashed across magazine pages or projected on the silver screen. A global phenomenon, she embodied an ideal of female empowerment based on real women making revolutionary changes in life and art—including photography. This groundbreaking, richly illustrated book looks at those “new women” who embraced the camera as a mode of expression and made a profound impact on the medium from the 1920s to the 1950s. Thematic chapters explore how women emerged as a driving force in modern photography, bringing their own perspective to artistic experimentation, studio portraiture, fashion and advertising work, scenes of urban life, ethnography and photojournalism. Featuring work by 120 photographers, this volume expands the history of photography by critically examining an international array of canonical and less well-known women photographers, from Berenice Abbott, Dorothea Lange and Lola Álvarez Bravo to Germaine Krull, Tsuneko Sasamoto and Homai Vyarawalla. Against the odds, these women produced invaluable visual testimony that reflects both their personal experiences and the extraordinary social and political transformations of the era.

This book will help facilitate successful leadership transition in museums and arts organizations. It is commonly noted that the greatest number of airline accidents happen during takeoff and landing. The same is true for arts organizations; we are at our most vulnerable during times of transition and it is critical that staff and volunteer leadership succeed in this difficult phase. Surprisingly, staff and boards must invent the practice each time as there is currently no “how to” guide for leadership transition in the arts. The day that a CEO announces their resignation - whether of their own decision or not - is a milestone moment in an organization’s history. It is a time of high vulnerability for the institution due to the challenges of appointing an effective interim director and high staff, board, and community anxiety about the future. Search committees are formed and more often than not include patrons and community representatives who are key stakeholders but may lack experience in effective hiring. Once the new executive is appointed, it is critical for the board members and the new director to begin with an intentional and strategic onboarding plan. The book features three main sections, covering the period from departure announcement to the final farewell; the search and interview process; and onboarding and succession planning. It was written for the boards of arts organizations, search committees, and for staff leadership.

This book will help facilitate successful leadership transition in museums and arts organizations. It is commonly noted that the greatest number of airline accidents happen during takeoff and landing. The same is true for arts organizations; we are at our most vulnerable during times of transition and it is critical that staff and volunteer leadership succeed in this difficult phase. Surprisingly, staff and boards must invent the practice each time as there is currently no “how to” guide for leadership transition in the arts. The day that a CEO announces their resignation - whether of their own decision or not - is a milestone moment in an organization’s history. It is a time of high vulnerability for the institution due to the challenges of appointing an effective interim director and high staff, board, and community anxiety about the future. Search committees are formed and more often than not include patrons and community representatives who are key stakeholders but may lack experience in effective hiring. Once the new executive is appointed, it is critical for the board members and the new director to begin with an intentional and strategic onboarding plan. The book features three main sections, covering the period from departure announcement to the final farewell; the search and interview process; and onboarding and succession planning. It was written for the boards of arts organizations, search committees, and for staff leadership.