Matching Items (336)
Description
MOVE was a choreographic project that investigated content in conjunction with the creative process. The yearlong collaborative creative process utilized improvisational and compositional experiments to research the movement potential of the human body, as well as movement's ability to be an emotional catalyst. Multiple showings were held to receive feedback from a variety of viewers. Production elements were designed in conjunction with the development of the evening-length dance work. As a result of discussion and research, several process-revealing sections were created to provide clear relationships between pedestrian/daily functional movement and technical movement. Each section within MOVE addressed movement as an emotional catalyst, resulting in a variety of emotional textures. The sections were placed in a non-linear structure in order for the audience to have the space to create their own connections between concepts. Community was developed in rehearsal via touch/weight sharing, and translated to the performance of MOVE via a communal, instinctive approach to the performance of the work. Community was also created between the movers and the audience via the design of the performance space. The production elements all revolved around the human body, and offered different viewpoints into various body parts. The choreographer, designers, and movers all participated in the creation of the production elements, resulting in a clear understanding of MOVE by the entire community involved. The overall creation, presentation, and reflection of MOVE was a view into the choreographer's growth as a dance artist, and her values of people and movement.
ContributorsPeterson, Britta Joy (Author) / Fitzgerald, Mary (Thesis advisor) / Schupp, Karen (Committee member) / Mcneal Hunt, Diane (Committee member) / Arizona State University (Publisher)
Created2013
Description
This study intended to identify what children's perceptions and experiences are with contact improvisation and how these experiences relate to their education; their understanding of being an individual within a community; and their physical, social, and intellectual development. An interpretive phenomenological research model was used, because this study aimed to understand and interpret the children's experience with contact improvisation in order to find meaning relating to the form's possible benefits. The research was conducted over the course of ten weeks, which included classes, interviews, discussions, questionnaires, and journals. This study showed that contact improvisation empowered the children, opened the children's awareness, developed critical thinking, and created a deeper understanding and trust of the self and relationships formed within the class. The experiences found through teaching contact improvisation to these children showed that there are benefits to teaching children the form.
ContributorsCrissman, Angel (Author) / Schupp, Karen (Thesis advisor) / Dyer, Becky (Committee member) / O'Donnell, Timothy (Committee member) / Arizona State University (Publisher)
Created2014
Description
The purpose of my creative research was to analyze my choreographic process and answer the research question: how will implementing somatic principles impact my choreographic process? In determining the impact I analyzed the use of choreographic approaches that bring proprioceptive awareness to interdisciplinary somatic themes of bodily systems, sensing, connectivity, initiation and sequencing. These somatic themes were utilized in movement invention and exploration as well as the structuring and performance of my choreography. Additionally, the research involved clarifying my role as a choreographer and my relationship to the dancers in my work. My creative research occurred in three choreographic phases and resulted in the production of B.O.D.I.E.S performed in three consecutive sections titled Discovery, Exploration, and Identity November 5-7, 2010. B.O.D.I.E.S demonstrates how somatics will lead to greater movement possibilities and dynamic range to explore in the craft of dance making.
ContributorsHillerby, Rebecca Blair (Author) / Schupp, Karen (Thesis advisor) / Roses-Thema, Cynthia (Thesis advisor) / Coleman, Grisha (Committee member) / Arizona State University (Publisher)
Created2011
Description
The Mormon Plan of Salvation explains that people originate in a heavenly state and are sent to Earth in a physical form, where they aspire to lead good lives and gain wisdom in order to reach glory in the afterlife. The dance piece "From There to Here to There: Whose Journey is it Anyway?" explores each stage in the Plan of Salvation at a different location, requiring dancers and audience to travel both metaphorically and physically. The piece incorporates several kinds of journeys: the collective journey of humankind based on the Plan of Salvation, the dancers' own journeys, and audience's journey as they watch the piece, and my journey as an artist. In the process of making this piece, I refined my identity as a 21st century Mormon artist interested in conveying religious messages through the traditionally secular art form of postmodern dance.
ContributorsFrost, Randi (Author) / Kaplan, Robert (Thesis advisor) / Daughtrey, Doe (Committee member) / Schupp, Karen (Committee member) / Arizona State University (Publisher)
Created2011
Description
A Sense Of is a performance-based work that addresses the effects of the transformation of space, time, and energy through the various sensory modes. The work is an invitation to the artist's perspective of the world, which is combined with the performers' creative voices and interpretations of the artist's explorations into sensory awareness. The movement installation entitled A Sense Of was presented in November 2011. This document presents an overview of the project. It addresses relevant literature, examines the creative process used in the work, and provides an analysis of the project as a whole.
ContributorsUllom, Kathryn (Author) / Standley, Eileen (Thesis advisor) / Fitzgerald, Mary (Committee member) / Schupp, Karen (Committee member) / Klett, Mark (Committee member) / Arizona State University (Publisher)
Created2012
Description
This document outlines the formation and development of Worth the Weight, or WTW, a platform that seeks to sustain the Breaking community in Phoenix, Arizona and connect the generations by bringing them together in a newly and never before seen event in Breaking, an all weight class and division competition. In the last five to ten years there has been a noticeable decline in the local Breaking community, in part due to the introduction of new dance categories, economic and social changes, the cross over of academia and traditional studios in Phoenix; all combining to create a lack of longevity in veterans of the culture to pass on the tools of the trade to the next generation.
WTW is an event that occurs monthly for three consecutive months followed by a month off, totaling nine events and three seasons per calendar year. At each event dancers go head to head in battle in a single elimination style bracket, where they will add a loss or win to their overall season record. The goals of WTW are self-empowerment as well as ownership and investment in the community by those involved through participation in both the event and the planning process; all built on a foundation of trust within the Breaking community. This researcher has thirty years of direct involvement in the Breaking culture with twenty-two of those years as a practitioner in Phoenix, Arizona and co-founder of Furious Styles Crew, Arizona’s longest running Breaking crew. The development of WTW was drawn from this experience along with interviews and observations of Breaking communities worldwide. WTW intends to provide a reliable and consistent outlet during a time of instant gratification, allowing a space for self-discovery and the development of tools to be applied beyond movement. It is hoped that the format of WTW will be a model that can be adapted by other Breaking communities worldwide.
WTW is an event that occurs monthly for three consecutive months followed by a month off, totaling nine events and three seasons per calendar year. At each event dancers go head to head in battle in a single elimination style bracket, where they will add a loss or win to their overall season record. The goals of WTW are self-empowerment as well as ownership and investment in the community by those involved through participation in both the event and the planning process; all built on a foundation of trust within the Breaking community. This researcher has thirty years of direct involvement in the Breaking culture with twenty-two of those years as a practitioner in Phoenix, Arizona and co-founder of Furious Styles Crew, Arizona’s longest running Breaking crew. The development of WTW was drawn from this experience along with interviews and observations of Breaking communities worldwide. WTW intends to provide a reliable and consistent outlet during a time of instant gratification, allowing a space for self-discovery and the development of tools to be applied beyond movement. It is hoped that the format of WTW will be a model that can be adapted by other Breaking communities worldwide.
ContributorsMagaña, Jorge Edson (Author) / Vissicaro, Pegge (Thesis advisor) / Schupp, Karen (Committee member) / Gabbert, Kenneth (Committee member) / Arizona State University (Publisher)
Created2015
Description
No Doors: A Personal Exploration of Movement and Technology, details the interdisciplinary strategies that were used in the making of a series of interactive/reactive/immersive (IRI) installations that drew audiences into an experience and encouraged active observation and/or participation. The interdisciplinary IRI installations described in this document combined movement, sculpture, production design, and various forms of media and technology with environments in which participants had agency. In the process of developing this work, the artist considered several concepts and practices: site-specific, various technologies, real-time processing, participant experience, embodied exploration, and hidden activity. Throughout the creative process, the researcher conducted a series of four focus labs in which a small audience was invited to engage with the work as a way of gathering data about the effectiveness of the installations in facilitating active audience observation and/or participation. The data collected after each focus lab informed the revision of the work in preparation for the next focus lab, with the ultimate result being the production of a final exhibition of five interdisciplinary IRI installations. The installations detailed in this document were loosely based on five elements: water, fire, air, earth, and spirit.
ContributorsMcCaman, Sharon (Author) / Schupp, Karen (Thesis advisor) / Rajko, Jessica (Committee member) / Pinholster, Jacob (Committee member) / Tinapple, David (Committee member) / Arizona State University (Publisher)
Created2018
Description
The purpose of this paper is to understand how companies are finding high potential employees and if they are leaving top talent behind in their approach. Eugene Burke stated in 2014 that 55% of employees that are labeled as a High Potential Employee will turn over and move companies. Burke (2014) also states that the average high potential employee tenure is five years. The Corporate Leadership Council says that on average, 27% of a company's development budget is spent on its high potential program (CEB 2017). For a midsize company, the high potential development budget is almost a million dollars for only a handful of employees, only to see half of the investment walking out the door to another company . Furthermore, the Corporate Leadership Council said that a study done in 2005 revealed that 50% of high potential employees had significant problems within their job (Kotlyar and Karkowsky 2014). Are time and resources are being given to the wrong employees and the right employees are being overlooked? This paper exams how companies traditionally select high potential employees and where companies are potentially omitting employees who would be better suited for the program. This paper proposes that how a company discovers their top talent will correlate to the number of turnovers or struggles that a high potential employee has on their job. Future research direction and practical considerations are also presented in this paper.
ContributorsHarrison, Carrie (Author) / Mizzi, Philip (Thesis director) / Ruediger, Stefan (Committee member) / Department of Management and Entrepreneurship (Contributor) / School of Sustainability (Contributor) / Department of Supply Chain Management (Contributor) / Barrett, The Honors College (Contributor)
Created2018-05
Description
The goal of our project was to determine how to create the most marketable hockey team. To do this, consumer needs, team psychology, and financing were all researched and evaluated. With this information, a business plan was designed around the next NHL expansion team. Two surveys, one for marketing distributed to the general public, and one for team psychology distributed to current and former hockey players were created and sent out, while data for the financing aspect was collected by comparing data from other NHL teams and franchises from different sports. In terms of financials, this comes in lower than average ticket prices, a nice and expensive stadium, the ideal city to generate capital, and sufficient money spent on advertising. Our ticket prices of $140 is based on having a low enough price to generate lots of demand while high enough to make a profit. The $600 million stadium (which will be fully funded) will surely draw a significant crowd. Choosing Seattle as a city is the most ideal to meet these goals and lastly, in meeting with an NHL GM, we determined $4 million in yearly advertising costs as sufficient in creating the most marketable team. Throughout this whole process, we remained data focus. We focused on data from a customized marketing survey, organizational structures, salary cap, and attendance. What our marketing survey results showed us is that our potential fans wanted three characteristics in a hockey team: speed, intensity, and scoring. In looking at organizational structures teams that exemplified these characteristics had a heavy emphasis on development and scouting. So we built our organizational tree around those two ideals. We hired GM Mike Futa, a current director of player personnel for the L.A. Kings, and Head Coach Adam Oates, a current skills development coach for top players to bring those ideals to fruition. In constructing our team we replicated the rules set forth for the Vegas Knights' expansion draft and hypothesized a likely protected list based off of last years lists. As a result we were able to construct a team that statistically out performed the Vegas Knights draft numbers by double, in goals, assists, and points, while also beating them in PIM. Based off of these numbers and an analysis of how goals translate into game attendance we are confident that we have constructed a team that has the highest potential for marketability. For the team psychology area, when creating a roster and scouting players, some of our main findings were that it is important to pursue players who get along well with their teammates and coaching staff, are aggressive, are leaders on the team, and are vocal players who communicate effectively. We also recommended avoiding players who significantly portrayed any "pet-peeve" traits, with the most emphasis placed on "disrespectful toward teammates," and the least emphasis placed on "over-aggression." By following all of these recommendations, we believe the most marketable hockey team possible can be created.
ContributorsQuinn, Colin Christopher (Co-author) / Spigel, Carlos (Co-author) / Meyer, Matt (Co-author) / Eaton, John (Thesis director) / McIntosh, Daniel (Committee member) / Department of Marketing (Contributor) / Sandra Day O'Connor College of Law (Contributor) / Department of Management and Entrepreneurship (Contributor) / Barrett, The Honors College (Contributor)
Created2018-05
Description
Innovation Space is a program within Arizona State University in which two different sponsors fund three teams up to two thousand dollars so they may attempt to solve a prompt given by the sponsor. The teams consist of one student from each of the different schools Arizona State University contains. This includes one student from the W.P.Carey School of Business, Fulton School of Engineering, the School of Design, and School of Sustainability. This year, we had the opportunity to work with Johnson & Johnson and Adidas. Over the course of the year, we worked with Johnson & Johnson to deliver a more organic solution to typical mosquito repellent. The entire year consisted of seven phases. The first four phases dealt with customer research; much of this work involved secondary research online, surveys, interviews, and observations to discover our customer and validate that they would buy our product. Once we discovered who our customer was, then we had to brainstorm a solution to their customer pains. At the end of phase four, we had narrowed our brainstorming down to the top three ideas. Phases five through seven consisted of picking our top idea based off of our presentation to the stakeholders at Johnson & Johnson. Phases five through seven focused on how we would launch our product. At the end of the year, we had multiple business reports that continued to build on each other over the course of the year, as well as many other reports such as SWOT analysis, external forces conditions, and market fit plan.
ContributorsHammes, Christopher James (Author) / Trujillo, Rhett (Thesis director) / Montoya, Tara (Committee member) / Department of Management and Entrepreneurship (Contributor) / Barrett, The Honors College (Contributor)
Created2018-05