This post is taken from my foreword to The Bloomsbury Handbook of Popular Music Education: Perspectives and Practices (Bloomsbury, 2019). Editors: Zack Moir, Bryan Powell, Gareth Dylan Smith. Used by permission.
Popular Music Education. These three words, even though they have been at the center of my professional life for more than 25 years, continue to challenge and intrigue me because each one generates questions. What do we mean by ‘Popular’? Popular with whom, and for how long? Popular in the sense of widely distributed, or in the sense of culturally influential? When we say ‘Music’, which music… and whose music? The consensus reached long ago in conservatoires about the centrality of the European ‘common practice period’ has no easy parallel in PME, and popular music has evolved into so many forms and sub-genres that it is arguably impossible for any teacher or student to have knowledge of it all. And when we talk about ‘Education’, what, exactly, are we teaching? PME in high schools and in higher education deals variously with listening, performing existing music, creating original music, music technology, the commercial music industry, and (often controversially) the history of various canons, styles and traditions. Which of these should we choose to teach? Each answer to these questions breeds further questions. If we decide that our curriculum supports creativity, then our students will probably need to be songwriters, the song being the dominant creative product in most popular music. But how does one build a suitable grading framework for songwriting, when songs represent personal expression? What if the teacher’s definition of a good song is different from the student’s?
ABSTRACT: A commercial pop music production is rarely the result of a single individual and pop music producers and songwriters are often part of a larger creative collective (Hennion, 1990) in creating a musical product. A team leader typically manages this group activity. That team leader requires an appropriate level of cultural, symbolic and economic capital (Bourdieu, 1984) so they can effectively evaluate the contributions of the rest of the team and guide the project towards commercial success (Thompson & Harding, 2017). This study explores the role of the team leader within the creative production workflow of pop songwriting and production since the 1990s and investigates the ways in which pop songwriting and production teams work within a creative system of pop-music making. Building upon previous studies in this area (Harding and Thompson 2017) the ‘Service Model’ flow system is illustrated with distinct linear stages that include the processes of pop songwriting, pop vocal recording, post vocal production and then mixing. However, within each of these production stages the ‘highly nonlinear dynamics’ (Capra and Luisi, 2014) of the creative system (Csikszentmihalyi; 1988, 1999) can be viewed in action as the team work together to make the pop record. Drawing upon a series of interviews and data gathered during a Practice Based Enquiry (PBE) conducted at Westerdals University in Oslo, this paper presents the pop music ‘Service Model’. Importantly, the model underlines the value of the collective (rather than individual) in the commercial pop songwriting and production process.
Franco Fabbri, University of Milan and Conservatorio ‘A.Boito’, Parma
I’m in Huddersfield!
Dr Brandoff opens with two vignettes; one where he describes a time of personal social frustration where he wanted to punch a wall (but played some classical piano instead – he demos it live!). His second example is a patient case (see slide).