The SQM Process
Time Pressure and Efficiency in the SQM Experiment
In place of the modern standard of four weeks of rehearsal, the SQM company had an average of 8 full rehearsal days to prepare each play for performance. Due to fact that they could work independently of a director, they were able to rehearse scenes simultaneously in small groups, which to a certain extent increased the amount of time each actor could spend on any scene. But the increased time pressure still forced many of the actors to adapt their working practices. These changes had positive consequences as well as some negative effects. All seem to agree, however, that by the end of the experiment, the company was working far more efficiently than in the first two weeks.
|Peter Higginson speaks of the improvements in the efficiency of the company's working practice over the course of the experiment. Watch the Video.
|Paul Hopkins explains how the lack of time forced him to change his acting process drastically. Watch the Video.|
|Scott Clarkson argues that the lack of time prevented an "overly intellectual" approach to acting. Watch the Video.|
|In contrast to other company members, David Kynaston feels he actually had more individual rehearsal time on King Leir than he would have done in a modern rehearsal process. Watch the Video.
|The process forced Derek Genova to learn his lines before scenes were blocked, and he here explains the effect that had on his performance. Watch the Video.|
|Don Allison addresses the evolution of the company dynamic. Watch the Video.|
|The director Peter Cockett and members of the cast discuss the development of the company as a collaborative ensemble and some positive effects of the compressed rehearsal time. Watch the Video.|