简论艺术创造的核心是意象的生成。
意象是艺术存在的核心。艺术首先存在于意象世界及其流程之中。艺术活动的开端即由意象的产生为标志。在艺术的“创造——艺术品——接受”的流程中,贯穿始终并处核心地位的是艺术创造阶段艺术家意象的生成。这个过程又可分为意象的孕育与意象的生产两个阶段。
一、意象的孕育。意象的产生是一个从无到有的过程。艺术意象的产生也并非无缘无故的突现,物物相感而生发的原则体现于艺术意象的产生:主体意识和客观世界的相互作用。
1、意象的孕育,并非无源之水,无本之木,它首先是艺术家实践的产物,是艺术家主体同客观世界的存在发生交互关系、交互作用而生成的。
2、意象孕育中所发生的主、客体交流的形式完全不同于功利认识、判断的形式。它是主体意识的自身协调或主、客体契合达到共振的一种自由状态。
3、意象无论有无原型,从根本上说,都是主、客体的交融、契合,主体心理进入了审美自由状态时意象才能得到最好的孕育。
二、意象的生成。意象的生产意味着艺术家心中的意象得到物态化和物化的表达。在这个阶段中,艺术意象进一步完善并获得形式符号和物质实体,使艺术品最终得以产生。这里,生产具有双重涵义:它既有生命孕育分娩的意思,即事物的从无到有,存在的由隐到显,同时又有工艺制作、生产之义,这两种意义都与艺术品的产生有关。
1、意象的从无到有就是要将主体在酝酿中的隐藏在深层潜意识的意义明晰化,把散漫的、不可把握的感觉整合为一个完整的整体。
2、意象的从无到有,还在于意象的意义容在“无”的运动中最终获得外在形式符号,转变为“有”。
3、意象的从无到有,没有物态化与物化的实在形式(即艺术品)。
4、艺术意象的创造和艺术品的完成,实质上也是一种生产。
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Whatisthemainadvantageofradioads:()
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TroublewithTeamwork
MaryOwenexaminestheroleandefficiencyofteams
Recruiterssaythatcandidateswhocangiveexamplesofworktheyhavedoneasmembersofasuccessfulteamareinasstrongapositionasthosewhocanpointtosignificantindividualachievement.Indeed,toomuchofthelattermaysuggestthatthepersonconcernedisnota'teamplayer'-oneofthemoreseriousfailingsinthebookofmanagement.
Theimportanceofbeingateamplayerisasideeffectoftheincreasinginteractionacrossdepartmentsandfunctionaldivides.Insteadofpushingreports,paperworkanddecisionsaroundtheorganisation,'teamsprovideadynamicmeetingplacewhereideascanbesharedandexpertisemorecarefullytargetedatimportantbusinessissues,'saysSteveGardner,inhisbookKeyManagementConcepts.Headds,'Globalisationhasaddedafurtherdimensiontoteamwork.Multinationalteamsnowstudypolicydecisionsinthelightoftheirimpactonthelocalmarket.'
Butisteamworkingbeingoverdone?'Somemanagersareonasmanyassevenoreightdifferentteams',saysDrCathyBandy,apsychologistwhorecentlyranaconferenceonthesubject.'Theytakeupsomuchtimethatmanagerscan'tgetonwithcoretasks.'Formingteamsandhavingmeetingshas,shesays,becomeanendinitself,almostregardlessofpurpose.Thereisalsothedangerofanunhealthydesiretokeeptheteamgoingaftertheworkhasbeendone.'Peoplefeeltheneedtobelong,andteammembershipcanprovideakindofpsychologicalsupport.'
Theideabehindteamworkingisthat,whentherightgroupofpeopleisbroughttogether,a'force'developswhichisgreaterthanthesumoftheirindividualtalents.Thisisoftentrueinsport,wheregoodplayerscanreachunexpectedheightsasmembersofaninternationalteam.However,fewbusinesssituationshaveasclearasetofobjectives,orasclearcriteriaofsuccessorfailure,aswinningamatch.
'Inbusiness,everyoneneedstobeclearaboutwhatthechallengeisandwhetherateamistherightwayofapproachingit',saysSteveGardner.'Unfortunately,peoplefocusinsteadonwhothemembersoftheteamshouldbeandwhatrolestheyaretoplay'DrBandyagrees.'Thereisalwaysadangerthatteamscanturnintocommittees,'shesays.'Inalotofsituations,oneortwoindividualswouldbemuchmoreeffective.'
Sowhatmakesasuccessfulteam?Therearesomegeneralqualitiesthathavebeenidentified.SteveGardnerrecommendsthatineveryteamthereshouldbesomeonewhoisgoodatresearchingideasandanotherwhoisgoodatshootingdownimpracticalones.Thereshouldbethosewhocanresolvethetensionsthatnaturallyoccurinateamandotherswhoarefocusedongettingthejobdone.Also,providingaclearandachievabletargetattheoutsetisthebestwayofensuringthattheteamwillmoveontogreaterthings.
13、Whatpointdoesthewritermakeaboutteamworkingatthebeginningofthearticle?
AItisthemostsuccessfulformofmanagement.
BIthaschangedtherecruitmentprocedureincompanies.
CWell-runteamsstillallowindividualstodemonstratetheirtalents.
DBeingateamplayerisnowconsideredanessentialmanagementskill.
14、Accordingtothearticle,teamworkdevelopedwithincompaniesasaresponseto
Amodernofficedesign.
Bchangingworkpractices.
Careductioninadministrativetasks.
Dtheexpansionofinternationalbusiness.
15、Inthethirdparagraph,DrBandysuggeststhat
Amanyemployeesdonotenjoyworkinginteams.
Bsomemanagersarenotveryeffectiveteamleaders.
Csometeamsarecreatedunnecessarily.
Dfewteamsarewellorganised.
16、Accordingtothewriter,teamworkismoreeffectiveinthefieldofsportbecausetheplayers
Aknowwhattheywanttoachieve.
Baremorecompetitivebynature.
Chavemoreindividualtalent.
Dcanbedrivenbynationalpride.
17、SteveGardnerandDrBandyagreethatwhenabusinessteamiscreatedpeopledonotpayenoughattentionto
Athestructureoftheteam.
Balternativestotheteam.
Cselectingtheteammembers.
Ddirectingtheteam'sactivities.
18、WhatisSteveGardner'sadviceonoperatingasuccessfulteam?
AMaintainaflexibleapproachtomembership.
BAllowpersonalitiestodevelopwithintheteam.
CSelectpeoplewhofitnaturallyintocertainroles.
DMakeeveryefforttoavoidconflictbetweenmembers.
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