As theatrical models go, the example of a New York company called 13P, founded by a group of 13 “midcareer playwrights” seeking to break out of the cycle of “endless readings and new play development programs” by instead actually putting them on, is hugely instructive.
Not only does it reflect the genuine disenchantment and frustration that playwrights feel when they are put on the “development” treadmill that takes plays out of their own control and puts them into the hands of literary managers, dramaturgs and directors, but it also created a different kind of approach to the way the company was run.
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