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ability to grasp historic, cultural, or design attributes of a particular work. Art that is <br /> neither aesthetically pleasing to the eye, nor intellectually comprehendible, has <br /> diminished value to a community. If the sculpture is meant to be offensive, or become <br /> offensive over time (such as, a confederate soldier statue, or a statue of Christopher <br /> Columbus), its value in the public square is diminished. In this research, one sculptor's <br /> opinion was that public art should not knowingly offend anyone. <br /> 4. Respondents within each community were in general agreement about which public art <br /> projects were successful and which ones were unsuccessful. <br /> 5. Controversy can lead to positive outcomes. Two communities noted that their most <br /> controversial "unsuccessful"projects resulted in broader community discussions about <br /> public art and subsequently led to other successful projects. <br /> 4.9 Public Art Collaboration and the Role of the Public Administrator <br /> As previously outlined in Chapter 3, the work of public administrators can be <br /> classified into one of twelve roles identified in classic public administration literature. <br /> Mintzberg (1990) places these twelve classic roles into three main categories: interpersonal, <br /> informational, and decisional. <br /> Interpersonal roles: <br /> Figurehead role: In the figurehead role, the manager represents the city and participates <br /> in symbolic and ceremonial acts, often in conjunction, or as a substitution for, the elected <br /> officials. <br /> Leadership role: In their role as a leader, the city administrator builds and manages the <br /> relationships with his management team and all the employees of the organization. <br /> 123 <br />