“Thinking Like a Director” Takeaways (p. 69 -94)

• A resonant approach conveys, whether overtly or subtly, why the play is being produced at that time (p. 70); it must take into account the play’s central conflict and have a point of view about its world (p. 72)
• Every production of a play is different because it is directed by a different person (p. 71)
• Production history can often be a guide to those elements of a play that are most malleable... pinpointing them is a way of reminding yourself of where you need to make dynamic choices (p. 74)
• Changing the setting tends to be more difficult in more realistic plays (p. 76)
• Recognizing conventions doesn’t require a director to follow all of them (p. 79)
• No one design can encompass all the ideas and environmental possibilities that a play suggests... overdesigning usually occurs when director and designer don’t trust the play (p. 84)
• Without the juxtaposition of some dissimilar elements, designs can become status and overbearing, confusing the story and encumbering the play with a single time (p. 85)
• Directing is often about sweating the details (p. 88), and the director continues to learn about a play as the production proceeds (p. 90)
• Light creates focus, movement, mood, and variety (p. 93)

Director’s Notebook Draft

Director’s Notebook for “She Kills Monsters” on Google Docs

"Thinking Like A Director" Takeaways (pages 11-66)

Takeaways:

• Theater has no choice but to be contemporary (p. 14)
• The director as artist owes obligation to their aesthetic and to the essence of the play (p. 15)
• Directing requires a reservoir of energy and a sense of urgency and commitment (p. 16)
• Director’s are scavengers (p. 29)
• Begin the interpretive process by breaking the script down into units of action (the characters’ desire and how they physically pursued them) (p. 32)
• A beat marks a change in the actions of all prominent players in the scene (p. 38)
• Articulating actions and obstacles is a matter of both intellect and empathy (p. 43)
• The director should know how a character’s actions add up to create one major desire, the super-objective (p. 46)
• Identify the central conflict before themes, since the latter can be vague and applied to countless plays (p. 47)
• Differentiate between the subject of the play (what it’s about, themtatically) and the central action/event (p. 50)
• Name scenes to better remember what happens in them (p. 55)
• List the play’s potential challenges (p. 64)

Questions:

• Explicit versus subtle (p. 56)