Shin June-bong
The author is an editorial writer at the JoongAng Ilbo.
History tends to repeat itself. From a pessimistic perspective, one might question whether there has been any real progress. Turning the clock back two decades reveals an even more severe controversy over parachute appointments. In 2006, personnel decisions involving organizations under the Ministry of Culture, Sports and Tourism triggered a major dispute. At the time, the controversy did not fully materialize.
Culture, Sports and Tourism Minister Choi Hwi-young, left, poses with newly appointed National Jeongdong Theater President and CEO Seo Seung-man. [MINISTRY OF CULTURE, SPORTS AND TOURISM]
The core issue was that Yoo Jin-ryong, then the vice minister of culture and tourism, was dismissed just six months after taking office for refusing to accept candidates backed by the presidential office for posts such as vice president of Arirang TV and head of the Korean Film Archive. Allegations followed that officials from the presidential office made threatening remarks, including a statement widely paraphrased as coercive. A fierce debate over the truth of those claims ensued.
If the episode 20 years ago, marked by dismissal and harsh rhetoric, resembled a noir drama, recent disputes over appointments, including the head of the Jeongdong Theater, may appear milder by comparison. Protests and denunciation press conferences have taken place, but few expect such opposition to reverse appointments already made.
The issue here is not to argue that parachute or patronage appointments must be entirely eliminated in a country that often describes itself as advanced. One possible solution, rather than denying their existence, would be to institutionalize them, similar to the Plum Book in the United States, which lists positions that can be filled by presidential appointment. Such a system could reduce recurring controversies.
Concerns have been raised about figures such as Seo Seung-man, head of the Jeongdong Theater, and Hwang Gyo-ik, president of the Korea Culture and Tourism Institute, particularly regarding past conduct or perceived political bias. However, it is not clear that these concerns directly disqualify them from leading cultural institutions. According to Seo’s publicly disclosed career, he has directed and produced dozens of performances and films since the early 2000s. Descriptions of his accumulated field experience and promotional capabilities, as cited in official releases, may not be overstated. In the case of the research institute, it is also worth asking whether previous leaders always met ideal qualifications. A close relationship with the president could, in some cases, benefit institutional development. Ultimately, the question may be what kind of performance these appointees deliver going forward.
Viewed from another angle, however, the outlook appears less optimistic. Structural constraints may make strong performance difficult. This assessment is not mere speculation but reflects opinions heard within the performing arts community and among researchers.
The Jeongdong Theater, associated with the historic charm of Jeongdong-gil in Jung District, central Seoul, drew significant attention after its opening in 1995 under marketing expert Hong Sa-jong. Programs such as the low-cost “Noon Arts Stage” for office workers gained popularity during the financial crisis. Over time, however, frequent leadership changes led to shifting directions and limited continuity. The theater’s role in identifying promising productions and providing opportunities for second runs remains valuable in a challenging performance environment. Yet critics argue that it has fallen short of becoming a leading platform for high-quality, broadly appealing productions. Some question whether Seo’s experience is sufficient to elevate the theater’s status by producing diverse works with strong artistic vision alongside leading directors and choreographers. In that sense, the ministry’s stated expectation that the theater will expand its role as a tourism resource and promote outstanding performances globally raises concerns.
Food columnist Hwang Gyo-ik, left, appears on the YouTube channel “Hwang Gyo-ik TV,” eating tteokbokki (spicy rice cakes) with then-Gyeonggi Governor Lee Jae Myung on June 17, 2021. [HWANG GYO-IK TV CAPTURE]
A similar situation exists at the Korea Culture and Tourism Institute. A current researcher remarked that the organization would continue to function regardless of who leads it. However, if the institute aims to strengthen its role as a foundation for developing competitive cultural and tourism content, the suitability of the appointment is being questioned. When research agendas are set in consultation with the ministry, the president of the institute must be able to assert intellectual and ethical authority to secure autonomy. Doubts remain about whether the current leadership can fulfill that role.
Why do parachute appointments persist, and can they be prevented? Many believe that such decisions are not personally managed in detail by the president. Attention has instead focused on the presidential office’s cultural affairs secretary, Lee Dong-yeon, who has faced criticism over the process. Measures to address the issue have already been proposed. In May last year, the Culture Ministry announced reforms to the selection of heads of national arts organizations, including the creation of public verification committees and the initiation of successor selection procedures one year before terms expire. The challenge lies not in designing solutions but in implementing them.
This article was originally written in Korean and translated by a bilingual reporter with the help of generative AI tools. It was then edited by a native English-speaking editor. All AI-assisted translations are reviewed and refined by our newsroom.
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