Next Drinking About Museums: Boston – Thursday, July 19th @ Boston Children’s Museum

Happy Summer, friends!

Margarita glasses
by Flickr user Creativity+ Timothy K Hamilton

It’s time for the latest installment in our global domination campaign/museum visits followed by drinking. This month, we’re visiting the Boston Children’s Museum for show and tell, courtesy of Marla Quinones and the BCM staff, and then adjourning to Lucky’s Lounge for drinks and more lively conversation.  We’ll share more details on the topic as they become available.

We’ll be at BCM at 5PM, and plan to be at Lucky’s around 6PM.  DM me (@erodley) if you get lost or delayed.

Boston Chiuldren’s Museum
308 Congress Street, Boston, MA

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Lucky’s Lounge
355 Congress Street, Boston, MA
(617) 357-5825 ‎ · luckyslounge.com

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Making a museum from scratch: Part Five

For those of you just tuning in, I’ve been on a long extended thought experiment on what a traditional museum (one built around a collection of stuff) might look like, if you were to start one from scratch, here in the VUCA 21^st century.  In Part One, I launched into this with both feet. Part Two was spent addressing concerns and questions raised by thoughtful commentators. Part Three introduced a model of radical transparency, and suggested inverting the traditional continuum of transparency that privileges exhibitions over collections. In Part Four, I played this out a little further and proposed what might be in the mission statement of such a museum.

So far, so good, but it’s still been pretty abstract. From here on out, I’d like to try shifting gears a bit. Taking as givens the mission elements in Part Four, and this idea of a radically transparent museum, Time to get tactical now. In this post I’d like to consider the the plan of work for the 24 months leading up to opening. In the next post we’ll look at the positions that we will need to describe and fill to carry out the plan of work.

T-minus 2 years and counting

We’ve been so good at laying out a compelling case for our new museum that we’ve secured adequate funding to start planning for our museum. According to the architects and fundraisers, it’ll take two years to make the necessary modifications to the structure to render it habitable and adequate for our needs. Two years til opening. What do we need to do between now and then to make sure the museum opens with as much of a chance to succeed as possible?

Being anti-dichotomistic

One thing I am painfully conscious of is my desire to frame everything in terms of the physical/digital dichotomy that I have grown up with. At the same time, I am fairly certain this kind of thinking is unhelpful in the long run and needs to be replaced with a holistic approach that doesn’t come easily to me. My “kneejerk reaction” plan would be to mark when the building opens on the big calendar, and work back from there, finding all the milestones that need to be hit before that can happen and fill in around them with other stuff, like digital milestones, like “the website” and “online collections”. Ack! We can do better than that.

I find it very exciting to think that by the time the physical museum is open to the public, it could already have a loyal audience who know the organization, it assets and its goals and values. While there is a pretty straightforward pipeline of events that need to happen to open a museum, rather than doing it in secret and springing it on an unsuspecting world once we’ve polished it, we have the opportunity to use our belief in being radically transparent to build our audience as we build the museum. The point is not to get to opening day, but to build relationships using the content we produce, so that by opening day.

Involving the staff

Coming up with a creative process without the creatives on board is a little weird. Our museum will not be very large, so the people who fill the positions will in large measure be directly responsible for living out the mission. They should have the ability to shape the process themselves, since we know that creative collaborations can be extremely fruitful, and from a management perspective, giving your staff the ability to be partners in shaping the institution is a benefit as tangible as flex time or even money.  So, acknowledging that we need to design process that leaves room for them to alter it, how much should we try to nail down beforehand? It seems to me that once some core positions are filled, that team could draft a plan that was fairly complete.

And let’s not forget the audience

Elizabeth Merrittt at AAM’s Center for the Future of Museums touches on many of the issues we’re grappling with for our new museum.  She problematizes the current continuum of transparency and urges us to “turn a threat into an opportunity, and use the internet to burst out of our opaque walls. Making digitized collections accessible in meaningful, compelling ways makes people aware that we have them, even if they aren’t paying to use them.” She further goes on to make the point about involving the audience in the work, saying museums should, “invite people to help with their work through crowdsourced participation and support their work through crowdfunding.”  The crowdfunding idea is one I want to come back to some other time, but the basic idea of increased audience involvement is very important. This idea was subject of an excellent post by Paula Bray from the Powerhouse called “Ask more questions: bring your audience into the decision-making”  which pushes the idea of radical transparency so far as to suggest that museums could benefit from asking more qustions of their visitors. Bray says,

“We put on exhibitions for our communities and yet there is rarely the opportunity to engage them in the initial decision-making using our collections with the traditional exhibition development model.  What do you want to see here?  Are we putting on exhibitions that you are really interested in?  These questions may be asked buried deep down in an evaluation questionnaire but are they upfront on our home pages?  Would doing this narrow the gap between curators museological interpretation and visitors experiences?”

Creating engaged audiences

Jasper Visser and Jim Richardson posted a lovely diagram that I’m stealing to help us think about engaging our audience. They call it a digital engagement framework, but I’m not convinced that it is unique to the digital realm. What do you think? It’s got a wonderfully cyclical structure which I think is helpful since it always drives you back to the audience.

Also wortyh considering is Bansi Nagji’s and Geoff Tuff’s post on the Harvard Business Review Blog Network called “A Simple Tool You Need to Manage Innovation”.  They posit what they call an “Innovation Ambition Matrix” to help organizations allocate funds among initiatives. What I like about it is that it proposes three different kinds of initiatives that companies undertake; core innovation initiatives (doing what you do better), adjacent innovations (doing slightly different things, or doing them in slightly different places), and transformational initiatives (doing completely new things in new places). They don’t prescribe a particular formula, but advocate for looking at the total innovation agenda, rather than the more usual ad hoc collection of initiatives most organizations undertake. Good stuff.

So what does this mean for us, 24 months from opening? Our museum has obvious assets; the archaeological collection and the archaeological and historical information associated with it. There will be more assets in the future; staff with skills and expertise, a physical presence, and a substantial body of digital assets related to the objects in the collection.  How do we turn these assets into content and activities?

At the two ends of the transparency spectrum I proposed in Part Three we have the collection and the exhibitions. Our collection needs to be catalogued, digitized and contextualized so we can know what we have and how it all relates.  How can we build those systems so that they serve to engage our audiences as well as serve our needs? What other platforms might we use to tell our stories? 

The exhibits devoted to the site need to be developed, designed and built.

How can demonstrate our transparency in making the experiences before the museum opens? 

The inverted pyramid of transparency makes a lot of sense to me because so much about the process of exhibition involves hiding and revealing already. A good exhibition directs the attention, focuses, and expands it, all using a relatively small number of objects and experiences compared to the holdings of an average museum.

Seb Chan and I have talked a number of times about the lack of magic in science museum exhibits. As makers of experiences for museums visitors, we alays want to provoke a sense of wonder, of drama, and magic. Often, though, we limit ourselves in what we consider acceptable. Employing overt theatricality, or too much perceived emphasis on ensuring visitors have an emotional experience runs the risk of being accused of “Disneyfication” which I have certainly run into in the past. Seb pushed back against that,

As fas as ‘Disneyfication’ goes, I think on closer examination there’s a hell of a lot museums would do well to heed from Disney. The criticisms usually have roots in class divides – who goes there and why – rather than any reality. A heavy focus on excellent customer service and the sense of a ‘lifetime customer’ is something every museum should immediately steal from Disneyland.

He’s right, too. It is mainly a classist and elitist reaction to something that is for the hoi polloi. http://en.wikipedia.org/wiki/Hoi_polloi His post on seeing a production of Punchdrunk’s Sleep No More is a must read.

I feel like I can imagine what a more transparent way of dealing with our collection might look like, but the idea of more mysterious kind of exhibition is still elusive.  Sleep No More is a great example. I would add Dialogue in the Dark to that list. In this exhibition, sighted visitors walk through a pitch black exhibition with blind guides, who help them navigate simulated everyday environments and really get a visceral sense of what it is like to be blind. I want more of those outliers.

What examples do you have of immersive experiences that engage in great storytelling that we might consider for our new museum? Don’t limit yourselves to museum experiences.

Related Links 

Center for the Future of Museums, Our Broken Economic Model
http://futureofmuseums.blogspot.com/2012/06/our-broken-economic-model.html

Paula Bray, Ask more questions: bring your audience into the decision-making
http://paulabray.com/2012/06/07/ask-more-questions-bring-your-audience-into-the-decision-making/

Museums and visitor created journeys
http://paulabray.com/2012/05/01/museums-and-visitor-created-journeys/

Jasper Visser and Jim Richardson, Duende: a story about digital strategy [http://themuseumofthefuture.com/2012/05/22/duende-a-story-about-digital-strategy/]

Bansi Nagji and Geoff Tuff, A Simple Tool You Need to Manage Innovation
http://blogs.hbr.org/cs/2012/05/a_simple_tool_you_need_to_mana.html

Seb Chan, Freshandnew(er), Sleep No More
http://www.freshandnew.org/2012/05/sleep-more-magic-immersive-storytelling/

Additional readings

Harold Jarche has an interesting post on “pull” learning versus “push” learning [http://www.jarche.com/2012/06/pulling-informal-learning/] that might be useful to consdier while thinking about these questions.

Beth Harris and Steven Zucker have an article on the Museums Association (UK) site called “Reimagining museums: Why the Google Art Project is important” [http://www.museumsassociation.org/comment/30052012-why-the-google-art-project-is-important] that is a good summation of a lot of the issues we’ve discussed.

Making a museum from scratch: Part Four

What does the mission of a radically transparent museum look like?

In Part Three of this series, I proposed that our museum be radically transparent, that we organize it around the notion that everything should be transparent unless it needs to be otherwise.  I also proposed that it invert the current pyramid of transparency of museum practice (exhibits & curation=most transparent/collections & conservation =least transparent). Both ideas I find very interesting and a little daunting and many of you seemed to agree.

In this post, I’d like to get a little more deeply into the ideas and concerns people raised about transparency and mission, and propose some ideas that will make up the mission of our imaginary museum, so we can start to work out how it might be put together.

Transparency is a way to accrue public value 

Suse Cairns provided a great quote from Megan Cook’s Delivering Public Value Through Transparency, making clear that transparency is a means to an end.

“By taking a public value perspective, the notion of pursuing transparency is assessed by identifying its value (e.g. social, political, strategic, financial, ideological, etc). The end goal is to accrue public value and transparency is the means to achieve it. That is, transparency is not an end society pursues for its own sake.”

Transparency is a way to demonstrate authenticity

Rob Stein very ably got to the root of why transparency can be a good thing, namely the desire to make our ideals and mission as obvious as possible to our audiences. He said,

“In my mind, transparency is a communications tool that is based on an organization’s commitment and desire for authenticity. That desire for authenticity demands an open disclosure of good, bad, and otherwise unknown facts about how museums work. Transparency then, is a reflection of the integrity and proficiency possessed by the museum at any moment in time.”

Let’s take a moment and unpack what’s inside this desire to be authentic. Authenticity – the state of being exactly who you say you are – is also one level of abstraction from the core of the matter. The reason for a museum to value authenticity is because what a museum does is valuable and important.  The ideals of the institution should make clear its value proposition, and therefore we want to build it in such a way that it’s processes and products are visible and comprehensible to our audiences, so that they too can see how we are delivering on our ideals and being exactly who we say we are; in other wordsauthentic.

Transparency is a way to generate social capital

This puts a heavy burden on the institution. To be radically transparent (or radically authentic, as Rob calls it) is to be willing to have most every decision weighed by our audience against our mission. Who we hire, what we exhibit, what we publish and how – all become evidence anyone can use for or against us.

So why do it? The benefit to our museum is that it helps establish our presence in the reputation economy by generating social capital. As Rob pointed out, “social capital has a direct impact on the viability and financial health of our organizations. Rather than being driven only by supply and demand, social capital is accrued by building honest relationships with a community.”  Or communities, both physical and virtual. Social capital, according to The Saguaro Seminar, refers to the collective value of all “social networks” [who people know] and the inclinations that arise from these networks to do things for each other ["norms of reciprocity"]. As institutions that depend on the philanthropy of others for their very survival, accruing social capital is a necessary first step towards viability.

Your mission, should you choose to accept

All of this goes to my initial question, “So what does a mission statement for a 21^st century museum look like that takes these ideas to heart and expresses them in a radically transparent way to the staff who carry it out, and to the audiences whom the museum serves?”

Assuming, we want to seek AAM accreditation, our museum’s mission needs to embody the following:

• The museum asserts its public service role and places education at the center of that role.
  (We exist to provide some public benefit)
• The museum is committed to public accountability and is transparent in its mission and its operations.
  (We operate in a way that makes it easy to see how we’re fulfilling our mission. There’s that “transparent” word again!) 
• The museum has a clear understanding of its mission and communicates why it exists and who benefits as a result of its efforts.
  (We live our mission.)
• All aspects of the museum’s operations are integrated and focused on meeting its mission.
  (We are mission-focused.)
• The museum’s governing authority and staff think and act strategically to acquire, develop, and allocate resources to advance the mission of the museum.
  (We are in it for the long haul.)

So, with your indulgence, I want to try to say things that would be in our imaginary museum’s mission, without getting into the chore of writing it. I think writing a generic archaeology museum’s mission is not going to be a useful exercise, and there’s a lot of ground I still want to cover.  For the sake of argument, let’s say that our museum’s mission includes (in soaring prose, of course) the following:

• To preserve, conserve, and display the information recovered from the site (the collection).
• To interpret the importance of site and time period in the context of world history and the present.
• To enable scholarship, learning, and new discovery about the topic and period by making use of the collection
• To be an asset to the community through our programs and practice (measurable because of our openness + transparency)

Back in Part One, I proposed some audiences as a way to understand how we might organize our work.  Particularly around the mission, being clear about our audiences is critical. I propose that our museum has the following three audiences:

1) The global audience
The interested layperson looking for historical/archaeological information;
Online audience, interested in facts and images about topics, and ability to ask questions of staff

The student looking for  looking for historical/archaeological information;
Online audience, interested in facts and images about topics, and ability to ask questions of staff

2) The local audience
The tourist visiting the area;
Onsite and online audience, interested in topic, how it applies to local area. Online audience wants visit-planning info and ability to buy tickets.

The local;
Onsite and online audience, interested in topic, how it applies to them. Online audience wants visit-planning info, especially events at museum, and ability to buy tickets.

3) The professional audience
The archaeologist looking for archaeological information;
Primarily an online audience, looking for information (metadata) as much as object info. Also PDFs of original docs/images. More valuable for research than interpretive texts. Also wants ability to ask questions of staff

The museum professional looking for museum-related information;
Primarily an online audience, looking for object/subject information, as well as process information. Also wants ability to ask questions of staff

It is instructive to note that all of our audiences are online, and only some of them are onsite. How will our museum meet the needs of these audiences? In the next post, I’d like to switch gears a bit and move into planning. If we were getting a museum off the ground, what would we do in the 2-3 years between starting work and opening a physical building?

I look forward to your thoughts.

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Inspirational Readings

Maria Popova posted a lovely piece on the interplay of theory and practice.  “Practice is integrating theory into our systems and living from that place.”

Thought Den posted a good summary of the MuseumNext conference in Barcelona, and I am amazed at the relevance of what went on there with what we’ve been talking about here. Take a peek at “MuseumNext condensed : bright minds in Barca”

“Duende, a story about digital strategy” is a great short post from Jasper Visser on digital strategy.  I especially like the digital engagement framework he and Jim Richardson devised. Expect to see it again.

Beth Harris and Steven Zucker wrote an editorial for the (UK) Museums Association called  “Re-imagining museums: Why the Google Art Project is important for museums.” that hit precisely the same territory we’ve been covering.

In the Harvard Business Review, Bansi Nagji and Geoff Tuff proposed “A Simple Tool You Need to Manage Innovation” that looks at strategic innovation, which I think is a great way of thinking about the future in the initial planning of our museum, and ensuring that we don’t just write a slightly less-archaic prescription that our successors will chafe against.

David Roth wrote a piece for Forbes that requires little introduction, “Creating a Great Culture — Your Company’s Foundational DNA” 

Which led lastly to this piece from Harvard Business Review, “How to be happier at work.”