We aim to correct a number of common misconceptions about measuring impact. Measuring impact is not a trend that will disappear in a few years, and it is therefore important for organisations to be clear about what measuring impact is and what positive contribution it can make for your organisation.
Misconception 1: Impact is only about the finish line
Many people use the term impact solely to refer to major societal end goals, such as striving for a more inclusive society. But impact is not only about these distant goals. It is important to define impact as all changes, large and small, positive and negative, intended and unintended, that you as a cultural organisation or creator bring about for your audience, creators, volunteers, staff and the surrounding environment. This makes it easier to explore your impact, substantiate your contribution to impact and learn from it.
Example
Consider a theatre company that introduces people to new ways of thinking through interactive performances. They hope to contribute to a more inclusive society. That goal is quite distant and difficult to make tangible. Yet they clearly create all kinds of impact. Think of visitors who came into contact with people from other population groups, or visitors who learned new things and were entertained. All of this is impact to which the theatre company makes a clear and direct contribution and which forms important steps towards their ultimate vision: greater inclusion.
Misconception 2: Measuring impact is only for accountability
Measuring impact is often seen as a way to account for activities to stakeholders, funders or donors. While accountability can be an important objective, measuring impact is about much more than that. Measuring impact is about learning from your own activities and improving your offering. By gaining insight into where you create more or less impact, you can better align your activities with your objectives.
This process enables you not only to identify and strengthen your successes, but also to learn from unintended negative effects. Measuring impact is an important tool for continuous improvement, innovation and sustainable growth within the arts and culture sector. It helps organisations to be responsive and to fulfil their role in society in a meaningful way. From Impact House, we therefore usually speak not only about measuring impact, but about steering on impact or impact management.
Example
To account for their work to funders, organisations often invest a great deal of time in reports and statements. At first glance, these may look like fine products, yet we often hear that internally they are seen as a time‑consuming obligation that has to be dealt with every year.
We believe this is because, firstly, the focus is often too much on (visitor) numbers – which are rarely a good reflection of the impact an organisation wants to make – and, secondly, because the entire process is not set up to enable learning. This is a shame, because measuring impact should primarily be about gathering information that enables you to learn and improve.
As soon as measuring impact starts answering the questions that keep people in your organisation awake at night, it becomes relevant and engaging.
Tip: Engage early in conversations with your funders and other stakeholders about how you view measuring impact, where your own curiosity lies and the methods you want to use to make impact visible. By involving stakeholders in your impact measurement, you create understanding and support for your approach. Ultimately, funders, creators and institutions are all in the same transition, and it is important to take steps together.
Misconception 3: Everyone in the sector must be working on impact (in a similar way)
We often hear criticism that ‘impact thinking’ takes too little account of the artistic and creative motivations of creators and institutions. It is quickly assumed that every creator must be focused on impact from day one. Of course, that is not the case. To put it simply: Vincent van Gogh would not have painted more beautiful sunflowers if he had thought about the impact of his work from the outset. For some creators, impact is a starting point; for others, it is not.
There are, however, roles in the sector – such as programmers and curators – for which adopting an impact lens is important. That impact lens can differ by role. In doing so, do not forget misconception 1: someone who programmes purely from artistic values usually does so in order to bring about something in the audience. And bringing about something is, of course, also impact. By recognising that impact can occur in different ways and at different moments in the creative process, both the societal and artistic values of the arts and culture sector can be given a place within measuring and managing impact.
Example
A museum curator considers the impact of an exhibition in a broad way, including attracting a diverse audience and stimulating discussion on certain themes. An individual artist, by contrast, may be more interested in how visitors respond personally to the work. Management may be interested at an institutional level in other aspects, ranging from environmental and sustainability considerations to the societal impact of owning and operating a large stage or venue.
When everyone’s needs are taken into account in measuring impact, everyone becomes part of impact thinking and everyone in the organisation benefits from it.
Misconception 4: Measuring impact is difficult and time‑consuming
Perhaps the most persistent misconception is that measuring impact is too difficult, time‑consuming and expensive. We are convinced, however, that this does not have to be the case. When learning and steering are the starting point and you explore with genuine curiosity, you can gain insight into your impact in small and simple ways.
Tip: There are various tools available to help you measure impact, such as the Impactmakers Toolkit and the Impact Path. These tools offer a structured approach to mapping impact. The Theory of Change is often a useful starting point in this respect.
Misconception 5: Measuring impact is boring and only distracts from making impact
For many people, measuring impact has a somewhat dusty image, and we regularly hear that measuring distracts from creating real impact. Measuring impact can, on the contrary, be an inspiring and integral part of the creative process. It does not have to be seen as an unpleasant task that distracts from the work, but as a way to connect more deeply with your audience and your own objectives.
Measuring impact can also be done in an impactful way, where not only valuable feedback is gathered, but the experience of both creators and audiences is enriched. In short: making impact through measuring impact.
Example
After a theatre performance, for example, a director may engage in conversation with the audience to gauge their reactions and understand what moved them. The conversation offers something to the visitor and provides impact information. Similarly, during an exhibition, a curator may talk to visitors to uncover their interpretations, emotions and thoughts about the works – and when visitors also learn something extra about the exhibition in the process, it becomes a win‑win situation. By using creative impact measurement methods, measuring impact becomes a more dynamic process that inherently contributes to impact objectives.
We hope this article contributes to a better and more shared understanding of impact, with ample room for wonder and curiosity. The art of measuring impact lies in the fact that it is not primarily about the final destination, but a continuous journey of learning and discovery, where the focus is not so much on achieving goals, but above all on experiencing the process with an open mind.
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