A wide range of constituents support symphony orchestra organizations for reasons other than, simply, the direct benefits received. Most are customers and do directly enjoy and benefit from performances they attend. For-profit musical, entertainment, and leisure presentations are widely available in local venues and through home electronics and attract large and growing constituencies, including customers of symphony orchestra and other performing arts organizations. Judgments are swift and simple if constituents perceive such obvious internal problems as poor artistry, staff turnover, adversarial relationships within the institution, or questionable leadership. Throughout society, constituencies expect to be more deeply informed about the institutions they support.
Constituents are less tolerant of perceived bureaucracy and inflexibility.
They seek openness and a greater sense of dialogue about institutional direction. And they want greater accountability and more assurance regarding productive use of human and financial resources within these institutions. Constituencies of symphony orchestra organizations want to increase the community value which their organizations are providing, and they want this value to grow over time. The Institute proposes that certain conditions particularly contribute to the effectiveness of a symphony orchestra organization. Leadership throughout the organization that maintains direction, fosters attitudes of interdependence and trust, establishes structure and conditions for excellent team and total organizational performance, and assembles necessary supporting resources.