Claire Hind

Gary Winters

Where do we find the dead? Do the dead appear in our dreams? What is it like to play dead? This book is an exciting exploration of the relationship between death and play in performance. Exploring a range of artists and creative disciplines that remember, personify and re-imagine the dead, it playfully unpacks the psychoanalytic concepts of the Death Drive, Desire and the Uncanny as a way of thinking about performance. Embodying the Dead draws on work of Gary Winters and Claire Hind and the various qualities of deadness found in their projects. The authors' work includes live art, theatre, installation, Super 8mm film, walking arts practice and durational performance. This book includes scripts and scores of their performances, original creative texts, interviews with internationally renowned artists and a series of practice-led research tasks to support readers creating their own imaginative performance work. Rich in creative and critical content, this book is ideal for students of drama, theatre and performance studies who have an interest in devised theatre, theatre making, writing for performance and intermedial practice.

Writing, Playing, Performing

Embodying the Dead

Eric Klein

Leaders make decisions every day - big and small. Most know that if they include others in the decision-making process, the quality of those decisions - and the commitment to them - will likely improve. That said, they also know it's impractical, if not impossible, to include others in every decision they confront. "To Do or Not To Do" tackles the question of when to make decisions on your own, and when to involve your team. It gives you a deceptively simple but proven method to determine, when you are facing a difficult decision, how to decide how to decide. This approach to decision-making is not something we (the authors) invented. It's a process we learned by working closely with over 200 leaders who are recognized by their peers (and validated by their results) as truly effective and successful leaders. We asked them how they made decisions, and why they made them that way. We learned these leaders had many things in common - among them, a system of decision-making. This system was largely non-conscious for these leaders. They simply did it. They didn't have labels for the variety of decision-making styles they used - that's what we added once we learned their approach. What we learned in our hands-on research is what you'll learn by reading this book.

Gary Winters

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