STEVEN GREGORY 'A Nod's as Good as a Wink' (2006) Fine Art Print
SKU: 60902143082

STEVEN GREGORY 'A Nod's as Good as a Wink' (2006) Fine Art Print

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STEVEN GREGORY 'A Nod's as Good as a Wink' (2006) Fine Art Print'A Nod's as Good as a Wink' by Steven Gregory, 2006From the rare box set curated by Damien Hirst, In The Darkest Hour There May Be Light. Based on the Gregory's exhibition 'Skullduggery' at the Cass Sculpture Foundation, Goodwood, Sussex, England, 2005. 16. 5 x 11. 75 Inches42 x 30 CentimetersPhotographic art print on FujiColor Professional photo paper. Rare Limited Edition of only 29 Artist Proofs (#9 29)Hand signed and numbered by the artist on

'A Nod's as Good as a Wink' by Steven Gregory, 2006
From the rare box set curated by Damien Hirst, ‘In The Darkest Hour There May Be Light’.
Based on the Gregory's exhibition 'Skullduggery' at the Cass Sculpture Foundation, Goodwood, Sussex, England, 2005.
16.5 x 11.75 Inches
42 x 30 Centimeters
Photographic art print on FujiColor Professional photo paper.
Rare Limited Edition of only 29 Artist Proofs (#9/29)
Hand-signed and numbered by the artist on reverse in silver.

ARTIST BIO

“As long as there are questions to ask there will be questions to answer, and I for one believe that with the help of Steven Gregory we can also find answers to some of the questions that for whatever reasons can’t be put into words.”

- Damien Hirst, 2005

Steven Gregory was born in Johannesburg  (1952), later moving to London to study at St Martin’s College of Art  (1970-72) and returning there to complete his degree in 1977. During these intervening years, Gregory was determined to engage with tools and to learn traditional skills, which led him to become an apprentice stonemason to the company Ratty and Kett where he worked on Westminster Abbey and Hampton Court. He found himself quite accomplished with the material, and obtained City and Guilds Craft certificates in stone masonry as well as winning the Worshipful Company of Masons Prize.

Underpinning Gregory’s work is a wicked sense of humour, always looking at his potential subjects with a mischievous glint in his eye. Gregory also has a deep interest in the macabre ­– since 2002, Gregory has worked extensively with bones and skulls, sourced from a scientific antiques dealer trading in skeletons once used in academic medicine. These pieces explore themes of life and death, exploring our collective anxieties around the topic as well as striking a more celebratory tone. Perhaps as a result of his early training, stone carving also features heavily in Gregory’s sculpture, although he has also developed ideas in bronze and other media.

Gregory’s  2005 solo exhibition Skulduggery, held at the Cass Sculpture Foundation, 

 received much critical acclaim. He has also contributed to a vast range of major group exhibitions, including Thinking Big, 21st Century British Sculpture, at the Peggy Guggenheim Museum, Venice (2002-3) and Animal Fantastique at Les Amis du Doujon deVes, Paris (2002). He is also a regular exhibitor at the annual Royal Academy of Arts Summer Exhibition.

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SKU: 60902143082

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Phillip Battista
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★★★★★ 5
A wonderful telling of history.
Format: Kindle
A wonderful telling of history by an enjoyable author. It isn't light reading per se but if you want a read that will enhance your understanding of the American people this is a good book.
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Scholarly and Readable, Too
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Freedom From Fear #1 was one of the most interesting and informational books I've ever read. Part Two was interesting but I did not learn much more about the war than I had known before other than the fact that, while Japan lost the war, Anglo-Saxons are no longer in control in the Far East. I somewhat disagree with his ending ideas about the "good" war, that it wasn't so "good" after all in it's outcome. However, those who fought in it and their families would probably disagree.
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Reviewed in the United States on May 22, 2014
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Peter Sorenson
Carnegie, US
★★★★★ 5
The Innovator's DNA - Disruptive Research - Disruptive Writing
A Politically Correct Status Quo It is politically correct in management circles to say that you are "results oriented" or that you "drive for results" in your organization. The status quo in business schools is to indoctrinate students in the delivery skills of analyzing, planning, detail-oriented implementing, and disciplined executing. This book and the research upon which it is based disrupts that politically correct status quo. Clayton Christensen has spent close to two decades creating the research, conceptual, and application foundation of the disruptive innovation body of knowledge. He has been working for more than 8 years with Jeff Dyer and Hal Gregersen, both gifted researchers, teachers, and consultants in their own right, on this project. These guys are a disruptive "dream team" of contributors. This book articulates an extension of the disruptive innovation body of knowledge that clearly describes an individual profile of the disruptive innovator and an organizational profile of an organization that makes disruptive innovation happen. So what makes this book disruptive? The first thing is timing. It arrives on the scene at a time when innovation is one of the most critical components of a solution to our global financial and organizational mess. If we are to get out of our morass of debt and sluggish growth and respond to the continually emerging challenges of a burgeoning global society it will ride on the backs and wings of innovation. The status quo must be disrupted for us to survive and thrive! Second is the audacity of the core models. The authors claim that innovation can be learned at both the individual and organizational level. Individuals can increase their ability to discover (Discovery Quotient - DQ) and learn to be more innovative. They cite the four specific behavioral skills of asking questions, engaging in observations, networking with people who have a different point of view, and experimenting to figure out what can work as the common elements of what innovators do. They also identify the cognitive skill of associational thinking, the ability to find connections between ideas that do not seem to be related to each other, as the connection between the behavioral skills and the generation of ideas. They extend their claim that the innovation competency can be learned to the organizational domain by saying that organizations can become more innovative through developing and leading people, designing and implementing processes, and advocating and living by philosophies that support innovation. These two arguments stand in stark contrast to the beliefs and practices of a vast majority of leaders and institutions. (For a diagram of the Model see [...]) 'And all of this is built upon the third source of disruption: research. Their work is based on well-founded research into the "DNA" of the world's leading innovators and the world's most innovative organizations. The authors conducted nearly 100 interviews of world class innovators and their colleagues to get at the heart of what innovators do. They also interviewed and surveyed executives who are not innovators. (Their survey data base has over 5000 respondents in it.) So they have been able to compare and contrast the two populations to more clearly see what it takes to effectively innovate. They have also done research on business results attributable to innovation. Collaborating with HOLT (a division of Credit Suisse) they were able to craft a measurement called the "innovation premium." This measure identifies if an organization's market capitalization can be accounted for by existing cash flows or if there is an innovation influence on the stock price. By using this measure, they have been able to clearly and objectively identify which organizations are benefiting from innovation. Yet to Explore The tension in the balance of influence and power between the leaders with predominantly "Discovery" or "Delivery" mindsets is an area that has yet to be explored. If the premises of this book are sound, and I believe they are, we need to figure out how to manage that tension and balance in order to generate, incubate, and strengthen innovative ideas as we bring them to full fruition in the marketplace. Great ideas that are not delivered upon are simply recreational pursuits that do not build great people, great institutions, and great societies. So there is work yet to do. Invest Your Time and Effort This book makes a significant contribution to both the disruptive innovation body of knowledge and the evolving body of practice on innovating disruptively. It is well worth reading, pondering, and acting upon.
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Reviewed in the United States on August 18, 2011
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★★★★★ 5
Inspiring and well-written
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