No one’s too young for a play

Sunday, May 11th, 2008

At Assitej, the 16th World Congress and Performing Arts Festival for Young People taking place in Adelaide, visiting companies include the Makhampon Theatre Group from Thailand, which is happy to hear itself described as a form of family, community, university and even food centre. They are performing a Buddhist tale about perseverance. Australian group Zeal Theatre, is collaborating with the South African performers Ellis and Bheki to create a comic show about nationalism and sport.

From Israel, “this crazy country”, as director Norman Issa calls it, comes the Arab-Hebrew Theatre of Jaffa, which, as its name suggests, is determined to defy that country’s political divide.

“We’re not the Christian-Jewish theatre company, or the Muslim-Jewish,” Issa says. “We deal in languages, not religions. We’re a very new idea and the only theatre working like this in Israel, and while we don’t have many sponsors, and are very small, people love this place. We have many friends.”

Issa’s Arab-Hebrew Theatre of Jaffa has brought a two-hander called Ach Ach Boom Traach to Adelaide for the Assitej festival. He co-wrote the hour-long piece with Yoav Barlev and both men perform in it. The fact that he is Jewish and Barlev a Muslim, Issa says, is not the issue (although that’s one of the first things he says about the play). The issue is how any two people, whose languages distance them from each other, can find common ground.

The production is pitched at children as young as three, but it’s also suitable for people in their late teens, the top-end of the age spectrum covered in Assitej’s broad program. Issa reckons it’s for everyone. “This play is very simple, and very difficult,” he says. “Everyone finds their own level within this play.”

Its premise is that the two actors represent brothers who play together, quarrel, then make up, and quarrel again. “The balance of power swings back and forth.”

As their history unfolds in scenes spoken in what sounds to the audience like jibberish (Issa says it’s the “language of Jesus”, Aramaic), one thing remains constant: a prettily coloured box that dangles enticingly above their heads. This appears to be the prize they constantly fight over, as their bitter feuding becomes ever more violent and hurtful. Finally, when they have “settled down to an uneasy truce, the box opens up by itself”. Ach Ach Boom Traach poses the question to the audience: “What are the brothers fighting for?”

Issa is unapologetic when he calls his theatre political, even though he has his critics because of that. “Most people here (in Israel) don’t like political stories, they look, maybe make a noise about the political situation, and then nothing happens. Most people here, they look, and do nothing.”

That’s why he believes children are the hope for the future and theatre for children is his way of turning this hope into action.

“I love children,” he says. “If we can change children, maybe we can reach out for peace. These children in the Jewish community, many years on they will become soldiers and maybe they will be different people because of what they’ve seen. I believe in that. This is my fighting, here in this crazy country.”

The company is in its 12th year, and Ach Ach Boom Traach has been in development for several years, already touring to a long list of countries, including Uzbekistan, Armenia, South Korea and Japan. “It’s very interesting,” Issa says, “that children all over the world react at the same moments during the play. It’s amazing. The inner child is a child wherever you go.”

The key to touching that inner child is to make the experience live, and Issa is animated in his denunciation of the kind of education children are receiving by way of television.

“It has to be live,” he says. “The theatre is life itself, and you can smell it, the actors, the props. It’s not in a box, in your salon (lounge room). In the theatre, the magic is that you see the story happening now, right before you, not edited so you only see the best takes.”

He describes what happens to people who lose touch with the theatre, those who sit in front of the TV screen with a beer and a sandwich as a process of “becoming heavy”, physically and mentally. Issa’s Arab-Hebrew Theatre of Jaffa uses a minimalist set, lots of brightly coloured props, and the energies of its two actors to capture the attention and imagination of its audiences.

According to a growing number of specialists in theatre for children, there is no reason to draw the line there: performances can be directed effectively to babes in arms.

In the Assitej festival, the highly respected Adelaide company, Windmill, has two shows, Cat and Green Sheep, both directed by Cate Fowler, which are pitched to audience members as young as one, but according to Suzanne Oster, theatre can be effective for even younger babies.

Oster is the artistic director of Unga Klara, a division within the Stockholm City Theatre created in 1975 to cater for children and young people. She is attending the Assitej congress, with the support of PlayWriting Australia, to talk about just how young an audience theatre can, and should, target.

The ideal audience, she says, is, in fact, a baby: “Present. Here and now. Not concerned with what it’s having for dinner, doing tomorrow or said yesterday. Free from conventions. Hasn’t read the reviews. Receptive without bias or prejudice.”

Oster’s showcase production, which is not part of the festival but which she will be discussing with delegates at the congress, is Babydrama, designed to present to children as young as six months.

It tells the story of the journey from conception to birth, through to the moment of “meeting their parents and their own will”.

“As far as we know,” Oster says, “text-based performances of this calibre have not been done for such young audiences,” although a Norwegian project has been evaluating the success of dance, mime and puppet theatre for babies from birth to three years old.

That evaluation was so positive, Oster says, there is now a project called Glitterbird, involving the collaboration of several European countries, developing theatre for the newly born. “The more elaborate the productions were, the more alert, concentrated and carefree the child seemed to be.”

Unga Klara works with test audiences, and documents the reactions on film, in order to build knowledge about what works best.

“The fact that one cannot speak,” Oster says, “does not mean that one cannot understand what is said. Experience has shown that the capacity for understanding and assessing situations is present at a very early age. Creating full-scale theatre to the youngest children with all our know-how and passion is a cultural policy statement.

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Motorola’s decline seen as cautionary tale

Saturday, February 16th, 2008

The news that Motorola may be driven into selling its cellphone business is a cautionary tale for any gadget maker that does not keep developing new models and technologies to appeal to fickle consumers, industry executives said at the world%26#39;s largest wireless fair, the Mobile World Congress, in Barcelona this week.
%26quot;We have to work hard and smart. Otherwise a No. 2 company can face big difficulties in a very short period of time,%26quot; said Chang Soo Choi, a marketing executive for Samsung Electronics Co Ltd, which overtook Motorola last year to become the world%26#39;s second-largest mobile phone maker.
Three years ago, Motorola, which made the first mobile phone call in 1973, appeared to be sitting on top of the world. The Chicago-based company had produced the trend-setting, super-thin Razr - a far cry from its first commercial cellphone, launched in 1984 and later monikered %26quot;the brick.%26quot;
The Razr became the most talked-about phone in the world and sparked a new fad for slim phones. Motorola was openly considering whether it could overtake market leader Nokia by the summer of 2006.
But then the Razr aged and none of its successors were original enough to inspire consumers lured by music and video playing, picture taking or emailing devices from the likes of Nokia, Research in Motion%26#39;s Blackberry and - more recently - Apple%26#39;s iPhone.
By January 2007, Motorola was apologising to investors for declining phone sales that worsened through the year. By the fourth quarter, its global market share had roughly halved to 12 per cent, from 23 per cent a year ago.
Chief Executive Ed Zander stepped down. Then last month, new CEO Greg Brown announced a strategic review that he said could lead to the separation of the loss-making mobile devices unit from Motorola%26#39;s other businesses.
Analysts interpreted the news to mean that Motorola was shopping around its handset business, even though Brown said this week in Barcelona that the company remained fully committed to driving a product-led turnaround.
%26quot;The Motorola thing has rippled throughout the industry - not just handset makers but all the suppliers,%26quot; said Mike Rayfield, general manager of mobile business at Nvidia Corp, which makes graphics chips for Motorola.
%26quot;Our largest customer was Motorola. When the ship goes down, everyone goes down with her,%26quot; he said, adding that he saw a dip in sales coinciding with the fall in demand for phones from Motorola.
CAUTIONARY TALE
With Motorola%26#39;s shares down more than 50 per cent from a high in October 2006, it%26#39;s no surprise that activist investors like billionaire Carl Icahn are demanding change.
What is not so clear is whether any mobile phone company would want to bail out Motorola. When asked if they were interested in buying Motorola, most of the executives at the show indicated little interest or declined comment.
After all, there%26#39;s another cautionary tale in Taiwan%26#39;s BenQ, now known as Qisda Corp, which bought the struggling handset unit of Siemens AG in 2006 and then went bankrupt because it could not compete in the cutthroat market.
Per Aspemar, head of strategy for No. 4 handset maker Sony Ericsson, saw Motorola%26#39;s difficulties as a reflection of the fierce competition in the global phone industry, which has players from China to Finland jostling for market share.
%26quot;It%26#39;s a reminder to everyone how fast-moving the industry is and how important it is to have a strong product portfolio,%26quot; he said.
Sony Ericsson is an example of a more successful merger in the industry. A venture between Ericsson and Sony, it was formed when the Swedish company found its phones were having trouble competing against larger rivals.
Aspemar, who used to work at Ericsson, said he would not be complacent, as Motorola was still a bigger competitor with talented employees and a strong patent portfolio.
%26quot;It would be dangerous to underestimate them,%26quot; he said.
At the Barcelona trade show, Sony Ericsson, Nokia and Samsung held flashy events to unveil many new phones with high-quality cameras and touch screens. They were thronged by reporters and analysts.
Meanwhile, the state of Motorola%26#39;s business could be seen with one glance at its stand. While attendees of last year%26#39;s trade show fondly recall good food and lots of bubbly, Motorola this year held a low-key press reception, highlighting two phones it had already unveiled in January.

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