Research on the Sources of Development Pressure for Social Art Education Institutions under the “Double Reduction” Policy—Take Guangdong Chunyin Music Education as an Example

Under the “Double Reduction” policy, social art education institutions face a complex situation with both opportunities and challenges. This study takes the case of Guangdong Chunyin Music Education (CME). Using grounded theory methods, through in-depth interviews with managers, teachers, and parents, and a three-level coding analysis of multi-source data, a three-dimensional stressor model of “policy-market-organization” is constructed. Research shows that policy environment pressures stem from higher qualification costs and course compliance issues. Market pressures involve resource misallocation due to demand fluctuations and brand repositioning resulting from competition. Organizational challenges include faculty structural conflicts, scale-quality imbalances, and digital capability gaps. The study proposes three paths: 1) Policy adaptation through government-enterprise communication, compliance management, and course innovation; 2) Operational optimization via flexible faculty allocation, OMO models, and digital enhancement; 3) Resource integration by strengthening brand chains, franchisee risk-sharing mechanisms, and reserve systems. This framework helps institutions address “Double Reduction” policy pressures.