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07:965:211 Lecture Notes - Lecture 21: Opera Buffa, The Black Crook, Victor Herbert

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School
Rutgers University
Department
Theater Art
Course
07:965:211
Professor
J.Mancuso

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●Actual Doing: We take text, search it for facts. Things that will be true in story
without any interpretations. Facts are called given circumstances. It will unfull reveal the
idea. Leads to subjective analysis up. What are actors doing we call that dramatic action.
We form assessments of people based on their behaviours. We form an opinion based on
their behaviour. You coming to an assessment of these people. As director you get to
decide where is focus. Changing one little thing can change the whole view of audience.
All because of choices the director makes. Directors affects everything. Even now when
the show opening choices are being made that are improving, it's never over rehearsing it
can always be improved upon. This exercise is called SCRIPT ANALYSIS.
ABSOLUTELY PERHAPS
●You don't always know what's going on in others life.
●Its none of your business what's going in people’s life.
●Writer or director? Firedello
●Aunty kinda poked the line of angry beast and enjoyed it.
●You were funneled through music while going in.
●At the beginning they were playing cards on stage.
●Fear misery and Absolutely perhaps different tones different experiences. Perhaps was
colorful and cheer and happiness. Different feel in both.
●Seating arrangement: you have a different experience from different seats.
●Mayor was offering a raise to the head of the household that's what they were doing at the
poker table.
Guest speaker-
●What is musical theater?
○It combines
Theater tradition:
●Early forms no distinct line b/w song, drama and dance
●Romans and greeks
On the music front:
●Opera in 16th century, went back to greek plays and created opera. Heavy dark talk about
big ideas, recessive team ( some dialog not a song but singing a dialog). There is a lot of
that in opera.
●Opera buffa
●Opera comique
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Document Summary

Actual doing: we take text, search it for facts. Things that will be true in story without any interpretations. What are actors doing we call that dramatic action . We form assessments of people based on their behaviours. We form an opinion based on their behaviour. You coming to an assessment of these people. As director you get to decide where is focus. Changing one little thing can change the whole view of audience. Even now when the show opening choices are being made that are improving, it"s never over rehearsing it can always be improved upon. You don"t always know what"s going on in others life. Its none of your business what"s going in people"s life. Aunty kinda poked the line of angry beast and enjoyed it. You were funneled through music while going in. At the beginning they were playing cards on stage. Fear misery and absolutely perhaps different tones different experiences.

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Related Questions

The Most Stressful Conditions
How can effective choices be made when there is no time, when your employees, your company, and your community are in imminent danger? Decision making under these conditions takes on a different character, as shown in the response of Sidley Austin Brown & Wood to the tragic events of September 11, 2001.
The giant law firm was formed in May 2001 when Brown & Wood merged its Wall Street financial law offices with those of Chicago-based Sidley & Austin, corporate law specialists, creating the nation’s fourth-largest practice, with 1,400 lawyers worldwide. Many of the firm’s lawyers are headquartered in New York City, with 600 formerly housed at 1 World Trade Center on floors 52 to 57 and another 100 seven miles away in midtown Manhattan. On September 11, the first plane struck overhead. Workers noticed the explosion’s tremors and the smell of jet fuel. Director of Administration John Connelly asked workers to evacuate, helping the frightened and confused employees to the stairs. Being unaware of the extent of the danger, Connelly and others went from floor to floor to ensure that everyone was safely out, then left the building just as it collapsed. Only one company employee perished in the attack.
In the aftermath, with damaged facilities and workers in shock, Sidley Austin employees faced the most trying circumstances of their careers. When their attempts to contact the midtown building failed because cell phone towers had been destroyed, many employees walked to the site. At the midtown location, partner Alan S. Weil anticipated the need for additional office space and called his landlord, who granted immediate leases on two floors and also got another law firm to gibe up two newly leased floors. By the end of the day, hundreds of desks, computers, and cell phones were arriving, and contractors were installing computer cables. “It’s just amazing what you can get in New York overnight,” says partner Thomas R. Smith Jr. According to New York writer John Schwartz, “The normal rules of business engagement—deliberate negotiation, adversarial wrangling and jockeying for advantage—were swept away. The infamously in-your-face New York attitude was nowhere to be found.”
The partnership’s directors were supposed to meet in Los Angeles on September 12 but were stranded elsewhere as airlines ceased operations. The executives used conference call to begin “issue-spotting,” according ti Thomas Cole, partner. He explained, “The lawyers who assembled that day and in the days thereafter were people who had spent their entire working lives engaged in solving complex problems for clients.
…But that was under normal conditions. Would we succeed under the most stressful conditions…?” Issues involving people, insurance, and communications were complex; for example, the people issue covered such items as payroll continuity, trauma counseling, and safety and security. The organization pulled together—staffers from the Chicago headquarters drove all night to assist. When the firm’s backup data tapes needed transport from a New Jersey warehouse to Chicago, the storage companies offered to have their employees drive overnight because no planes were flying. Dennis J. O’Donovan, head of the firm’s technology section, says, “[Disaster recovery seminars] always prepare you for the worst—people not being available, people not being cooperative; the opposite has happened.”
On September 17, firm employees met, and partner Charles W. Douglas told the crowd, “The assets of the law firm are not the desks in the offices, the woodwork that’s on the walls or the paintings that are hung in the corridors. The assets of the law firm are its people.” Smith agreed, saying, “Being able to keep the business going is great, but it’s the people that count.” Employees and partners at Sidley Austin have taken on the added work with few complaints; many say that work is therapeutic. The lawyers have completed many financial deals on time, believing that it’s their patriotic duty to continue working as before. Employees claim that the tragedy drew them closer together, creating intimate friendships. Others are still suffering from stress, and some may choose paid disability leave, Nancy L, Karen, chief information officer, says the firm has learned a lot about crisis conditions. “We ought to be able to recover in less than a say next time,” she says, adding with a nervous laugh, “God forbid!” Perhaps Thomas Cole best asked…if the disaster has been a setback to the full realization of the anticipated benefits of our merger. I answer that “[b]because of the way few have risen to this challenge together, the most important yet most elusive goal in any merger integration, namely the creation of a true partnership, occurred overnight.”

References: “About Sidley,” “Our Offices,” “Our Practices,” Sidley Austin Brown & Wood website. www.sidley.com

Case Questions
1. Using the rational approach to decision making, describe the ways in which these crisis conditions affected each step of the decision-making process.

2. Based on your answer to question 1, what are some potential problems that firm should be aware of when they must make decisions during a crisis? What are some steps that firms can take to avoid those problems or to minimize their negative impact?

3. Due to the extraordinary circumstances in New York City during and just after September 11, many individuals and firms changed their behavior, acting more altruistically and ethically. In your opinion, why did this occur? Do you think the change is likely to endure for a long time, or is it only temporary?