WHAT IS A MANIFESTO The bulk of the first section of the project, was aimed at analysing an existing manifesto to better understand what a manifesto is. From analysing the DOGME95 manifesto, these are the key points that an arts manifesto addresses: -They are created as a reaction too wider social, political and artistic issues. -They are extreme in there intentions in an attempt to provoke change. -Manifestoâ€™s typically consist of a number of statements, which are numbered or bulletpointed.
MANIFESTO WHAT IS DOGME 95 Dem vel mincta aut et lanti de net quo core volupti omni dellut latem aut ius, soloriorias undaept aquias rectet modi nobis cor autem. Cabores estotasPotamquam forterum in intientri curem co nos publium pertuit, factorio et dem. Fuis. Lerei sa quodin taste, conlocr eoricae adestia meristu itere, a mor lissimIvivirti ssignostem nonerfi rmaximo rterem linum. Go Castribus. Do, Catus, sidius,
publictam. C. Habulab eferebati, teri faudam et aNem perevium, in deatienatus nestrarit? Nihilinti, sulvivis or aucerorices? Effre te tabit, comne me id no. Quius, Pati, acit, P. er halero es curo ermilis. Gra
COLLABORATION The main aim of the project was to create our own group manifesto based around the idea of collaboration. To do this effectively we had to try and understand exactly
what it was that defined the idea of a collaboration, specifically an artistic collaboration. To help do this I did some research into various types of collaboration to try and get a better
understanding of what they were and how they worked. I researched three different types of collaboration - Amon Tobin’s most recent project “i sam”, brazilian multimedia design trio
“SUPERUPER” and photoshop battles but ultimately only one of the subjects i researched provided meaningful insight into collaboration.
WHAT IS A SUPERUBER SuperUber are a creative atelier from Brazil, who specialize in multimedia interactive projects. Each of the trio of designers comes from a specific background which allows
them combine to create unique and engaging projects. They are led by Liana Brazil, a designer with a multimedia masters degree, Russ Rive a computer engineer and Marcelo Pontes an architect and set designer. Marcelo describes their working process
COLLABORATION as being like “three circles that overlap” and that they are “the superimposition between the spheres.”, while Liana asserts that “this superimposition is important as it is what makes us so innovative.” Obviously they are always working towards a brief that has been set for them but they are one of best examples of collaboration we have found so far. This is most likely facilitated
by the fact that they come from different technical backgrounds. There particular skill-sets allow them to be in control of what there doing within the group, meaning there individual voices can’t be truly stifled out in a project. This allows for their projects to create a more harmonious whole, no one is more or less important than anyone else, they all necessary in the creation of a project.
From the group research we did it became apparent that there were was a thin line separating collaboration from participation. For a true collaboration the idea’s have to be made collectively and the input from the party’s involved needs to be equal. If this balance is broken then you easily slip into participation. By that I mean that as the situation becomes people joining in with one persons idea and structuring their collaboration to one person’s specification then it the people involved are participating. For a true collaboration the input must be equal and the idea shared.
Aim: To define the three factors most important when creating a true collaboration. Why: There often is a failure in the collaboration where it breaks down into people participating in someone elseâ€™s idea. This basically takes away the essence of collaboration and leads to stagnation of creativity and its full potential. Rule 1: A minimum of three collaborators, so there is always a majority opinions driving the project forward. Rule 2: Everyone has an equal stake in the project, there is to be no hierarchy Rule 3: Each collaborator has to bring a different skill-set to the group to avoid a conflict of opinions on any specific area of a project. This also allows each member of the collaboration to use their skill-set in ways they are not used too.