I’d like to see museums bring their Art and experiences to the people instead of a sole model of bringing people to your unwelcoming space and specifically bring your Art to the people in disadvantaged and disinvested neighborhoods. Get your Curators and Insurance Companies in a room and figure it out and they can’t leave without a solution. You have storage full of Art hidden away that can provide inspiration, hope, history and perspective. Bring it out in a Semi trailer or pop up space or even a neighbors home. Invite people personally to see more Art at your space.
I'd like to see museums and cultural spaces be more open to having multiple voices and perspectives on the planning and execution teams- be willing to expand from what already exists and build through collaboration- if anything the world is more connected and people are willing to share their expertise and resources so it is time to take time and make change happen by making these basic changes.
the barriers- lack of want to change- bureaucracy- stickler for the old "comfortable" ways of doing things- scared of the "new" because there is no data to support the success. Not enough space for new voices or jobs for the younger folks. Often times, younger folk do not want to join older museums because there are too many hoops to jump through to get something new going- too many hurdles for no good reason and not enough pay to keep the job - not a sustainable or fun environment to work in.
(speaks from struggling to navigate through museum spaces in India)
Vanessa, thanks for adding your thoughts here. Many museums definitely get stuck in a comfortable, "status quo" rut, which makes it feel easier to just do the same thing all the time. But this is leading to these institutions slowly (or even quickly) becoming irrelevant to a wider audience. It doesn't make sense in terms of the drive to make museums more relevant and equitable, it doesn't make sense in terms of bringing on board dynamic new staff, and it doesnt even make economic sense (museums need to attract new diverse audiences, members, donors, staff, and volunteers -- and not rely on the same limited group of people).
Yes, there are so many barriers -- but there's more and more data and evidence for the need for these changes to happen.
I'd like to see the organizations I work with embracing the process of change, collaborative leadership, change in hierarchy model and embracing a community-centered approach. The barriers: Possibly a lack of understanding of what that could looks like for some and the fear of loosing power for the ones who are bigger and /or fund the smaller organizations.
I agree that many people in positions of power within museums are afraid of change (especially to forms of leadership, org structures, and hierarchy) since they don't know what that change will look like -- they don't know of other institutions doing this work successfully. This is why it's so important for those doing this work to celebrate it and share it. And for all of us to recognize and celebrate the institutions and leaders making the change happen. That has been one of the reasons I developed a short list of museums with shared leadership structures (like Five Oaks Museum or the Birmingham Museums Trust), and also wrote about nonprofits working with co-directors or collaborative leaderships models. It exists, and it works. No more excuses ; )
Thanks for sharing. I appreciate your thoughts here.
For me it would be great if both visitors and museum staff were the focus, if they were shown appreciation and if their voices shaped the museum experiences. However, I see a barrier to this in the rigid hierarchies and the overly cumbersome communication within and outside the institution. Open and appreciative communication in an interdisciplinary team consisting of colleagues and visitors would be wonderful.
Yes, yes, yes! So important to make sure that staff are the focus, too. There are too many institutions that claim to make visitors their priority, yet can't even pay staff a living wage. I'm glad you mentioned this. And yes, the hierarchy is such a huge barrier to change -- which is one of the reasons I advocate for a radical rethink of our hierachies and org charts. I will definitely address this more in future posts and discussions, since it's a big topic (and a huge frustration for so many of us changemakers).
I think it is crucial to put the audience truly truly truly at the center of all museum work. The barrier? The fear to lose one‘s face in front of museum colleagues (for instance when explaining something in a simple and not sophisticated way).
Ariane, thanks for your thoughts here. YES -- audience at the center! And then we've got to prioritize clear and direct communication with an increasingly diverse audience (not worrying about sounding "sophisticated," and certainly getting rid of this false notion that we're "dumbing things down" -- ugh, I hate that phrase.). The artfulness of connecting with people, visitors, and audiences should be celebrated across our institutions and across our field.
One change I would like to see is a dedication towards understanding and acknowledging our institutional history. A barrier preventing us from that change is the fear of being transparent about where we went wrong, that fear of failure. If we cannot reflect on the mistakes that we made, then how can the communities we aim to serve trust that we will learn from them?
Chaya, thanks for sharing that! Understanding and engaging with an institution's history and legacies can be challenging work, but it's also necessary. Have you seen the Institutional Geneology work that Aletheia Wittman is working on? It is so fantastic, and might be of some help as you navigate this at your organization. Here is a link: https://www.aletheiawittman.com/institutional-genealogy
Mike, thanks for sharing Aletheia's work. I have been a huge fan of the Incluseum, and have recently learned about her Institutional Genealogy framework earlier this year. Aletheia is doing a skill share today titled "Looking Back, Moving Forward: Understanding Institutional Genealogy in Museums" at 5 pm PT hosted by the National Emerging Museum Professional Network.
For those interested, it's free to sign up as a member:
Asking staff, at all levels, to contribute ideas and listen to those ideas. Create a culture where staff is welcome to the decision-making table, and it isn't seen as an affront to leadership. In my opinion, what gets in the way is power hoarding.
Laura, I was going to say the same thing! These challenges are real, and the listening to staff "at all levels" is so important. As an emerging museum professional, I would really LOVE for leaders to see our power and not be intimidated by it, but rather harness it for the collective change that we all want to see.
Laura and Chaya, thanks for bring this up. I couldn't agree more. And it basically seems like preserving the status quo, fragile egos, and power hoarding are the barriers that prevent those in positions of power from sharing decision-making authority with staff at all levels. It has to be done well, but there are so many models out there for engaging staff in decision-making and flattening our organizational hierarchies. To connect to Laura Roberts's comment, we need brave leaders (at all levels, not just at the top) to push this change forward.
Yes! Change happens at the speed of trust (who said that, anyway?). And the power structures embedded in a traditional hierarchy are often designed to prevent people from trusting each other too much. I always find that anything that flattens an org chart can be good for trust ... and for change. Are there any specific inclusive management structures that you've experienced or implemented that seem to work well?
Time and commitment are values one must manage just like a budget. There is never enough so one has to decide where to spend it. I wish curators, researchers, communication and mediation teams would spend more time in designing and discussing common challenges/projects. Most of them are too involved in their specific daily routines. Is it their decision?
I like the idea of reflecting on how we budget our time and commitment, which are definitely not infinite resources. How do people across our institutions budget their time, commitments, and priorities differently? What might we learn by just recognizing these differences, and maybe even talking more openly about them? And how can we possibly get more of our colleagues across an institution to make a commitment to budgeting/spending their time on more process work (that "designing/planning" you're referring to)? I found that challenging, but worth working towards.
I do try and don't plan to give it up. Even if sometimes I feel annoying and annoyed. I keep identifying those ideas and problems, and events and procedures that are (or can become) of mutual interest and would definitely benefit from trading perceptions and joining forces to get that much further... Occasionally it does happen.... I can't grasp any logic behind it.... just go on trying.....
Bravery ... 100%, Laura! And it's that kind of bravery, courage, resilience, and deeply human leadership that can help us advance the necessary change & reform despite the common fears of vocal resistance from a small number of donors, volunteers, or visitors. This is one of the reasons I'm so interested in exploring core values, and encouraging individuals to know what matters to most to them and use these core values as a North Star that can guide us during challenging and difficult decisions. Thanks for sharing this.
Thanks for sharing, Tiffany. I hear you, and understand the position you're in. While I am always a big advocate for fast change, it does sound like there is also a larger generational shift on the horizon for your museum (as people retire and transition out). I also know that you've done some awesome work outside of the space of that institution, working independently on Girl Museum (which is so fantastic!). I find that it's important to find and create those spaces where we can take risks, do work that aligns with our core values, and directly works toward social action and positive social change.
I’d like to see museums bring their Art and experiences to the people instead of a sole model of bringing people to your unwelcoming space and specifically bring your Art to the people in disadvantaged and disinvested neighborhoods. Get your Curators and Insurance Companies in a room and figure it out and they can’t leave without a solution. You have storage full of Art hidden away that can provide inspiration, hope, history and perspective. Bring it out in a Semi trailer or pop up space or even a neighbors home. Invite people personally to see more Art at your space.
I'd like to see museums and cultural spaces be more open to having multiple voices and perspectives on the planning and execution teams- be willing to expand from what already exists and build through collaboration- if anything the world is more connected and people are willing to share their expertise and resources so it is time to take time and make change happen by making these basic changes.
the barriers- lack of want to change- bureaucracy- stickler for the old "comfortable" ways of doing things- scared of the "new" because there is no data to support the success. Not enough space for new voices or jobs for the younger folks. Often times, younger folk do not want to join older museums because there are too many hoops to jump through to get something new going- too many hurdles for no good reason and not enough pay to keep the job - not a sustainable or fun environment to work in.
(speaks from struggling to navigate through museum spaces in India)
Vanessa, thanks for adding your thoughts here. Many museums definitely get stuck in a comfortable, "status quo" rut, which makes it feel easier to just do the same thing all the time. But this is leading to these institutions slowly (or even quickly) becoming irrelevant to a wider audience. It doesn't make sense in terms of the drive to make museums more relevant and equitable, it doesn't make sense in terms of bringing on board dynamic new staff, and it doesnt even make economic sense (museums need to attract new diverse audiences, members, donors, staff, and volunteers -- and not rely on the same limited group of people).
Yes, there are so many barriers -- but there's more and more data and evidence for the need for these changes to happen.
I'd like to see the organizations I work with embracing the process of change, collaborative leadership, change in hierarchy model and embracing a community-centered approach. The barriers: Possibly a lack of understanding of what that could looks like for some and the fear of loosing power for the ones who are bigger and /or fund the smaller organizations.
I agree that many people in positions of power within museums are afraid of change (especially to forms of leadership, org structures, and hierarchy) since they don't know what that change will look like -- they don't know of other institutions doing this work successfully. This is why it's so important for those doing this work to celebrate it and share it. And for all of us to recognize and celebrate the institutions and leaders making the change happen. That has been one of the reasons I developed a short list of museums with shared leadership structures (like Five Oaks Museum or the Birmingham Museums Trust), and also wrote about nonprofits working with co-directors or collaborative leaderships models. It exists, and it works. No more excuses ; )
Thanks for sharing. I appreciate your thoughts here.
For me it would be great if both visitors and museum staff were the focus, if they were shown appreciation and if their voices shaped the museum experiences. However, I see a barrier to this in the rigid hierarchies and the overly cumbersome communication within and outside the institution. Open and appreciative communication in an interdisciplinary team consisting of colleagues and visitors would be wonderful.
Yes, yes, yes! So important to make sure that staff are the focus, too. There are too many institutions that claim to make visitors their priority, yet can't even pay staff a living wage. I'm glad you mentioned this. And yes, the hierarchy is such a huge barrier to change -- which is one of the reasons I advocate for a radical rethink of our hierachies and org charts. I will definitely address this more in future posts and discussions, since it's a big topic (and a huge frustration for so many of us changemakers).
I really love the term "celebrate" in this context, Mike!
I think it is crucial to put the audience truly truly truly at the center of all museum work. The barrier? The fear to lose one‘s face in front of museum colleagues (for instance when explaining something in a simple and not sophisticated way).
Ariane, thanks for your thoughts here. YES -- audience at the center! And then we've got to prioritize clear and direct communication with an increasingly diverse audience (not worrying about sounding "sophisticated," and certainly getting rid of this false notion that we're "dumbing things down" -- ugh, I hate that phrase.). The artfulness of connecting with people, visitors, and audiences should be celebrated across our institutions and across our field.
One change I would like to see is a dedication towards understanding and acknowledging our institutional history. A barrier preventing us from that change is the fear of being transparent about where we went wrong, that fear of failure. If we cannot reflect on the mistakes that we made, then how can the communities we aim to serve trust that we will learn from them?
Chaya, thanks for sharing that! Understanding and engaging with an institution's history and legacies can be challenging work, but it's also necessary. Have you seen the Institutional Geneology work that Aletheia Wittman is working on? It is so fantastic, and might be of some help as you navigate this at your organization. Here is a link: https://www.aletheiawittman.com/institutional-genealogy
Mike, thanks for sharing Aletheia's work. I have been a huge fan of the Incluseum, and have recently learned about her Institutional Genealogy framework earlier this year. Aletheia is doing a skill share today titled "Looking Back, Moving Forward: Understanding Institutional Genealogy in Museums" at 5 pm PT hosted by the National Emerging Museum Professional Network.
For those interested, it's free to sign up as a member:
https://members.nationalempnetwork.org/landing?from=https%3A%2F%2Fmembers.nationalempnetwork.org%2Fevents%2Fatlanta-emp-x-nempn-skill-share-looking-back-moving-forward-understanding-institutional-genealogy-in-museums%3Finstance_index%3D20211117T010000Z
Fantastic! And thanks for sharing that NEMP skill share that Aletheia is doing today. I hope folks can join that.
Asking staff, at all levels, to contribute ideas and listen to those ideas. Create a culture where staff is welcome to the decision-making table, and it isn't seen as an affront to leadership. In my opinion, what gets in the way is power hoarding.
Laura, I was going to say the same thing! These challenges are real, and the listening to staff "at all levels" is so important. As an emerging museum professional, I would really LOVE for leaders to see our power and not be intimidated by it, but rather harness it for the collective change that we all want to see.
Great minds think alike, Chaya ;-) I agree with your statement about seeing our power--for collective change and collective good of the museum.
Laura and Chaya, thanks for bring this up. I couldn't agree more. And it basically seems like preserving the status quo, fragile egos, and power hoarding are the barriers that prevent those in positions of power from sharing decision-making authority with staff at all levels. It has to be done well, but there are so many models out there for engaging staff in decision-making and flattening our organizational hierarchies. To connect to Laura Roberts's comment, we need brave leaders (at all levels, not just at the top) to push this change forward.
Trust your staff and develop inclusive planning and management structures and protocols. What gets in the way? Hierarchical defaults.
Yes! Change happens at the speed of trust (who said that, anyway?). And the power structures embedded in a traditional hierarchy are often designed to prevent people from trusting each other too much. I always find that anything that flattens an org chart can be good for trust ... and for change. Are there any specific inclusive management structures that you've experienced or implemented that seem to work well?
Time and commitment are values one must manage just like a budget. There is never enough so one has to decide where to spend it. I wish curators, researchers, communication and mediation teams would spend more time in designing and discussing common challenges/projects. Most of them are too involved in their specific daily routines. Is it their decision?
I like the idea of reflecting on how we budget our time and commitment, which are definitely not infinite resources. How do people across our institutions budget their time, commitments, and priorities differently? What might we learn by just recognizing these differences, and maybe even talking more openly about them? And how can we possibly get more of our colleagues across an institution to make a commitment to budgeting/spending their time on more process work (that "designing/planning" you're referring to)? I found that challenging, but worth working towards.
I do try and don't plan to give it up. Even if sometimes I feel annoying and annoyed. I keep identifying those ideas and problems, and events and procedures that are (or can become) of mutual interest and would definitely benefit from trading perceptions and joining forces to get that much further... Occasionally it does happen.... I can't grasp any logic behind it.... just go on trying.....
Bravery to make change, promote equity, and embrace difficult ideas. Holding us back? Fear of giving offense to donors, visitors, politicians
Bravery ... 100%, Laura! And it's that kind of bravery, courage, resilience, and deeply human leadership that can help us advance the necessary change & reform despite the common fears of vocal resistance from a small number of donors, volunteers, or visitors. This is one of the reasons I'm so interested in exploring core values, and encouraging individuals to know what matters to most to them and use these core values as a North Star that can guide us during challenging and difficult decisions. Thanks for sharing this.
Thanks for sharing, Tiffany. I hear you, and understand the position you're in. While I am always a big advocate for fast change, it does sound like there is also a larger generational shift on the horizon for your museum (as people retire and transition out). I also know that you've done some awesome work outside of the space of that institution, working independently on Girl Museum (which is so fantastic!). I find that it's important to find and create those spaces where we can take risks, do work that aligns with our core values, and directly works toward social action and positive social change.