Everyone Needs a Break!

Sending kids to overnight camp is a great experience for kids and parents alike.   Though hard to say the 'goodbyes,' the break is beneficial for everyone.   Kids gain independence, self-reliance, and freedom.  Parents gain perspective, peace of mind, and a little quiet.  Everyone experiences a little down time from the usual busy routine.   So, you ask, what does this have to do with the museum world?   The answer:  Everything.   As a consultant, I am constantly hearing how 'tired,' 'burnt out,' 'busy,' 'overwhelmed,' and 'overworked' museum staff are feeling.   "We can't do one more thing...there aren't enough hours in a day..."   Many haven't used allotted vacation or personal time because you say there is too much to do.   Really?   The more I encounter this the more I can tell you it's not true.   Everyone needs a break.  Not just a day here or there, but a real break.  From your work, your colleagues, your museum, and from your to do list.   Schedule your vacation time and take it.  Everyone will benefit.

Motivation is an Essential Part of Training

There is little benefit in training if your clients fail to successfully apply the ideas you present.   You must be a motivator as well an instructor or coach.

Recently, while training a group of visitor service staff members at a museum, we spent time focusing on their past experiences with evaluation.   Each of them was about to begin conducting intercept interviews of visitors and they needed to feel comfortable.   So, I gave each of them an opportunity to highlight their past, focusing on any experience they had with evaluation.   Though their examples were sometimes tangential at best:  working with a Social Psychology professor tallying survey results,; completing course evaluations; conducting pre school student assessments; completing retail and restaurant comment cards, they came to realize they could do this.   If they embraced the process it would be a notch in their professional development belt.    What were we doing?  Digging into their past to inform the present.   Involving them wholeheartedly to make them part of the process, inserting their energy & life experience...Motivating them by letting them realize that evaluation is not scary, but empowering.   Though it has to be based on goals and objectives, it doesn't have to be intimidating, theoretical, or forced.   It is practical, useful, common sense, and yes, sometimes even fun!

Remembering to LOOK!

On a recent visit to New York City, I was reminded of how much of a melting pot it is.   I was also reminded of what an incredibly diverse audience its museums attract.   In just a few days of museum visits, the variety of languages I overheard was astounding.   At MoMA, information about your visit was available into no fewer than 7 languages.   At the Metropolitan Museum of Art, you can plan your visit on their web site in 52, yes, 52 different languages, from Belarusian to Welsh, from Finnish to Polish...what an amazing array of people these museums serve.   In our constantly connected world, we all serve all of these audiences.   But, in Manhattan, the stream of international visitors is a constant physical presence.   Yet I got the distinct feeling that these visitors, though physically present, were not really there.   Most of them were so focused on taking pictures of themselves and their friends or family members with their digital cameras, electronic devices, or cell phones that they seemed removed from the experience.   I  honestly felt as if I were the only one LOOKING at the art work rather than trying to capture the perfect image of it to prove I was there.    If only we could have visitors leave all of their personal possessions and electronic devices aside for just a few minutes to use their eyes to soak it all in.    We let people plan their visits in 52 different languages, we offer them endless ways to approach and understand the objects, but sometimes all we really need to do is to remind them to look...with their own eyes.

I Hope They Were Listening!

Recently, I had the opportunity to be a guest speaker at a class for a graduate level Museum Studies program.    I presented on the topic of evaluation, a broad-based, though essential component of the work we do in museums.   It took awhile for the students to 'warm up' to participating in the dialogue and ask questions, which made me think a lot about what it takes to be a museum professional, and, what the future will demand.

The range of skills required is endless, with much more emphasis than ever before placed on the role of advocacy.   Advocacy as the ability to share our powerful messages with our communities, the greater public, our elected officials, and beyond.   We all need to be advocates for our sites.   It is, plain and simple, part of our job description, whether written or implied.   Along with advocacy, comes the importance of always asking questions and displaying a limitless curiosity for the world beyond museums, looking for ideas and inspiration.   This lesson I shared during the class, stressing the value that many for profit fields place on listening to the customer.

Speak out and speak up or our constantly changing world will pass us by.   Presenting to those graduate students, I emphasized the need to articulate the outcomes of everything you do - I hope they were listening!

Collaboration & Creating Value

Some of the most effective and interesting ideas I have worked with museums to implement have been strategies and ideas borrowed from outside the museum field, helping educators & others to widen their horizons and spark creative juices.   Building on last month's post on teamwork and collaboration within the museum, let's look outside the museum walls to a recent publication focused on how that internal collaborative spirit can actually work to create value.

In author Evan Rosen's book, "The Culture of Collaboration:  Maximizing Time, Talent & Tools to Create Value in the Global Economy,"  he explains how and why collaborative tools can motivate us.   What follows are what he considers the ten cultural elements present when collaboration is working.   In his words...

Trust - To exchange ideas and create something with others, we must develop trust.   This is a challenge, especially in competitive organizational cultures.   Nevertheless, we must get over our fears and develop trust if we are to collaborate freely.

Sharing - Hoarding information prevents the free flow of ideas and therefore sabotages collaboration.   Sharing what we know improves collective creation by an order of magnitude and therefore makes everybody more valuable.

Goals - Taking the time to agree on goals at the beginning of a collaborative project pays off exponentially by providing the impetus for shared creation.

Innovation - The desire to innovate fuels collaboration.   In turn, collaboration enhances innovation.   After all, why collaborate just to maintain the status quo?

Environment - The design of both physical space and virtual environments impacts innovation and collaboration.

Collaborative Chaos - While all people and organizations require some order, effective collaboration requires some degree of chaos.   This chaos allows the unexpected to happen and generates rich returns.

Communication - Collaboration is inextricably linked with communication, both interpersonal and organizational.

Community - Without a sense of community, we often lack comfort and trust.   Therefore, community must be present for effective collaboration to occur.

Value - The primary reason we collaborate is to create value -- reducing cycle or product time, creating a new market, solving problems faster, designing more a marketable product or service, or increasing sales.

For museums to meet competitive challenges, they must change the internal culture from competitive to collaborative....The Peabody Essex Museum in Salem, MA even included this descriptive sentence in their job description for a Chief of Education & Interpretation during a recent search..."The Peabody Essex approach to its mission moves beyond silo thinking and instead favors crisp execution in partnership among its various leaders and departments..."

Welcome!

Welcome to the museumed.net blog...a forum for sharing ideas & information in the museum world.

Working with museums around the New England region and beyond, clients constantly ask me what the 'buzz' is in the museum world.   What is happening that they need to be aware of or know about to stay current?   Most of the requests for knowledge come in the form of what I call the 3 T's...Trends, Technology, and Transitions.    Transitions seem to be everyone's favorite topic - transitions involving colleagues, former colleagues, friends, and long-time museum professionals who are interesting to follow because let's face it, it masks itself as what it is - professional gossip!

Working with one museum recently, I stumbled on a transition of another kind, one that we should all be gossiping about.  The transition involved a change of title from Curator to 'Director of Collections & Learning.'   Wow - for a museum, that is a big shift.    This staff person has been with their museum over a decade.  Their title has changed before as they assumed additional responsibilities at various junctures in the museum's lifecycle.  This time the responsibilities have shifted significantly, including one key element - they work as part of a team in every museum initiative.  The museum is focused on blending the curatorial versus education 'department' theory, having them work synergistically to focus on teaching and learning in every initiative - programs and exhibits and the blending of the two.   Both the collections and the visitors are 'top of mind,' in a truly unique balance.

Clearly this is not a museum that is afraid to explore new paths.  So what does this transition really mean and why did it happen?  As our world widens and the pace of life quickens, museums of all disciplines and sizes are combining and reallocating resources to achieve their goals.  The messages we are communicating, the communities and audiences we wish to reach, and the resources we have to work with to achieve these goals are in a constant state of flux, and, as we all know, sometimes the current models just don't cut it any more.

A fresh perspective and a new lens to peer through allow us to stay current and to stay aware - of the present and of the future.  Sometimes a small modification or transition can represent much, much more.

What does this mean for your museum and the museum world as a whole?    We welcome your feedback and contributions to this blog.