Onboarding and Interpretation


Museum interpretation professionals are creating content for people who generally know less than them. Getting the right amount of content requires understanding the visitor. Tools like content mapping can help organizations get their content right. But, all museum professionals need to remember that their visitors have different baseline knowledge levels. Onboarding is a classic corporate word that encapsulates the idea that people might need a bit of aid to get connected to an organization. I always picture a ramp when I think of the idea of onboarding. Some ramps are short, when there is little small between two elevations. Others are long. The ramp is a good metaphor for the onboarding needs of visitors. People who know a great deal about the collection area will need little onboarding. (But, these people are also the ones who are the power users of your content.)  Casual visitors are often also people with greater onboarding needs; they have less pre-knowledge. Keeping the issues of onboarding in mind as you develop content will help you create content that meets the various needs of your visitor-base. Remembering that everyone comes in with different needs and pre-knowledge, also helps center the visitor in the customer experience.

Hack the Bureaucracy : MuseumNext 2018 London

Hack the Bureaucracy ( #MuseumNext 2018)

Note: These are my notes from my MuseumNext London 2018. I presented with Paul Bowers, so many of these come out of our shared conversations. I only included my parts of the talk in this write-up. 

Museum workers are doing amazing work. Millions of objects are in care for posterity. Billions of visitors experience galleries annually. Billions of dollars are added to the global economy thanks to museums. Along with these quantitative outcomes, museum workers are making an enormous change in the field and in the lives of visitors.

The onus of all this work can be exhausting to employees not to say the least because museums workers often need to do all this good work all the while feeling like there are doing battle in their offices. Yet, this feeling of fighting the systems at work is something no worker needs. Finding ways to work well within work systems can help all workers free up mental space to do the real mission-driven work they want to do.

Has Museum Work Changed? 

The museum-goer of the 19th century might be stunned if they were transmitted to the present-day museum. As leisure has changed, museums have also changed. Installation practice has certainly changed. Technology has transformed all aspects of the museum experience. But, in its essence, museum work is about connecting people to ideas and objects. So, while the products of museum labor have changed over time, the central tenets of museum work remains fairly consistent, partly because the running of the museums has not changed all that much. Museum remains bureaucratic, hierarchical systems that place a high value on expertise.

How do you hack the bureaucracy?

Paul and I think of this as a sort of emotional Tai Chi. We think of work relationships and actions as a sort of pushing hands, where you and your colleagues are working with (not against each other). Work is easier when energy is shared and harness, rather than wasted on working against each other. Now, this is easy to say but can feel like a tall order. Here are some tips to help you be able to work with people rather than against the bureaucratic orders.

Being Honest about Yourself

Think about words like bureaucracy, change, process, and strategy. What is your first idea when you hear those words? There is no wrong answer. Checking your own ideas is essential, though. You cannot act effectively if you don’t know where you stand now.

You might have a negative feeling about the idea of bureaucracy, but it is not inherently bad. In fact, those aspects of bureaucracy that are might feel bad(the slowness of approvals or the lack of power) can also be seen as the positive aspects. No system is bad or good. It is the way people work within the system that colors the way that people think of that system. Bureaucracy is a tool and it’s about communicating with different people.

The other caveat about knowing yourself is to remain thoughtful about how people react to you. Many people might feel like change agents and this is stressful. But the other roles are also stressful. Think of it this way. Some of us are big voices. Some of us live at 100 mph. Others live in quiet ways. Some people live at a stroll. All those people have to work together. The variety of humanity is at the crux of our infinite innovation but also the source of much of our emotional exhaustion. Knowing how people relate to you is decrease the emotional exhaustion you feel (and cause) in interacting with others.

2. Don’t hate on the system. Retrofit the System.

Let’s think of silos. Silos are just tall buildings that hold grain. They are a wonderful tool for holding and saving corn. They work so well that most American farms have one.

In the workplace, silos are have become a metaphor for calcified, stagnant, and/or pooled workforces. But, the silo is not inherently bad. (Think of how it keeps all that corn safe.) In work, silos can group like functional areas, giving a group of people an affinity support group. What is worse, however, is when allowing silos to become sealed. If those people in the department are excluded from cross-fertilization with other teams, then work becomes stagnated. How do you keep from letting worker rot in silos? Foster ways for people to work between silos; think of these as personal ladders. Cross-functional work teams, for example, build work bond between teams. For more on this topic, I have a long blog post. 

3. Do You, because You Do You Best.

This Chinese image sets the fish and the rock against each other. You can think about what makes either of these adversaries more likely to win the battle. Rocks are strong, stable, and hard. Fish are agile, mobile, and part of a collective (not to mention sentient). But, overall both are worthy adversaries.

Fish are just fish. They likely don’t have existential about the nature of swimming or being in schools. They swim, eat, and swim some more. Humans have some many ways to complicate our existence. We often lose sight of our strengths and pretend to be someone else. But, think of if you really focused on working from your strengths, like being the swimmingest fish, how much better you would feel at work.

This rock and fish image is a good visual mnemonic for a meeting. Everyone has a strength. When you are in a meeting, you might feel like you are the fish, but remember you are just as worth a foe as the rocks in that room. Try to find ways to work from your strength, but also know that everyone has their own strength. Slow moving people can easily be thought of as considered thinkers.

4. Reach, Reach and Repeat

Flexibility is one of the most important skills of the contemporary worker, and yet it is one that we rarely train employees to learn. You might be curious that I discuss flexibility as a skill. Sometimes people discuss mental flexibility as an innate quality rather than a learned one. When you reframe your notions about flexibility, you are practicing flexibility.

Just like stretching, learning to be more flexible is about regular practice. Put yourself into positions where you feel uncomfortable. Do things in ways that you usually don’t. Try out communicating in a way that is different than you usually enjoy. Be thoughtful about the ways that you interact, and notice how those new methods feel. Basically, explore other ways to interact with your colleagues and other methods of doing your job. When you make mindful choices to explore other ways of things, you expand your status quo and you become more resilient.

5. More Time on You and Less on Them

Humans have survived for millennia thanks to their ability to read each other quickly. On unsafe roads in the Dark Ages, for example, one’s life depended on being able to read fellow travelers — fast. But, this skill can also be problematic. Very often in interpersonal relationships, we mistake people’s reactions due to misreading their body language.

For example, all the figures in the image above are standing in different gestures. If I asked you to pick out the person who is unhappy, you might point to the guard in the corner. Now, let’s say that this image was made ten minutes before his lunch hour. Is he unhappy or hungry? How will you know? The only way to know what someone is thinking is to talk to them. Without hearing what they are thinking, you are simply projecting.

Instead, take time to really understand your feelings and your reactions. We often have certain situations that make us bonkers. For example, I can’t handle when someone replies about the quality of the product with a statement about the amount of time required to do it. For me, time spent doesn’t equal quality of the product. For a long time, I projected my frustrations onto those people. But, then I realized that my issues about their workplace were actually my problem. I was not doing a good job of communicating that I valued those people’s work. I was projecting my beliefs of efficiency and labor onto them. I realized that they wanted their time-spent to be valued. So, instead of projecting my frustration, I should have been more focused on thinking about my ideas of work value and efficiency.

6. Be a Team Player and Understand Your Team

Most museum teams are a group of people from different departments working together towards a goal. Usually, we only have one person per functional area. So, your peers work together but each person does different work. As such, you might not actually know what that other person does. You need to have to trust everyone to work together and do their role. But, you also need to support all of the members of the team, not solely the lead or the loudest person. If that project is mounted, every person who worked on it was the reason it happened. Every person deserved credit. And, most importantly everyone was essential to that project’s success. Work is a team sport. When we allow credit and success to seem like an individual activity, we devalue everyone’s labor and diminish our future work.

To read more about finding your role on your team, enjoy this blog post, “Teams, Roles, and Being You.

 

These notes are part of my talk for the 2018 MuseumNext London. Learn more about this conference here.

Getting the “Right” Amount of Content

This graphic illustrates the relationship between the museum and visitors content desires. Notice there is an overlap as well as places where the two groups diverge.

Getting the right amount of content is challenging. Firstly, content costs money and time. There is the writer, the researcher, and the editor–those people are all over-worked and underpaid. Content levels are an essential aspect of the visitor experience.  When there is too little content, visitors will feel like they aren’t getting their money’s worth. Too much content can overwhelm and turn-off visitors.

In addition, different audience segments have different needs. General visitors have much lower content needs than Power visitors. Curators will likely want to share more content than even the most intense power visitor. Finally, there will be content needs that visitors will want that museums will not be able to accommodate easily; there will always be visitor questions, for example, for which the museum won’t have the answer.

How do you understand what content to use? Start by understanding the organization’s needs and desires in comparison to the visitors’. 

The Sweet Spot for Interpretation & Questions for the Whole Team

 

The ideal interpretive approach is about blending staff ideas with visitor insights. First and foremost, the team should consider and understand what visitors want from your organization using formal evaluation. Without this information, your organization is working blind.

With that research in hand, the team needs to spend some time working together dealing with big issues. A previous colleague used to call these types of meetings the come to Jesus meetings. While I don’t have that same cultural reference, I would say that these are the courtship meetings. These meetings help you learn about each other and your ideas about your collections. The questions in the graphic solicit anecdotal ideas about visitors as well as input about institutional culture/mores. Organizations often ignore staff input about visitors as being less important than formal visitor research. This move is wasteful. As long as the anecdotal input is balanced with research, this staff insight should not be disregarded. Staff members of all types are experts in visitors; don’t discount this rich source for information.

Ideally, internal staff input, such as the answers to these questions, are balanced with visitor research to develop the sweet spot organization. Each organization will have a different sweet spot. In the end, your team can develop a document that articulates the following:

  • Visitors Want:
  • Visitors will feel:
  • Visitors will understand:
  • Ideal experience
  • Experience limits
  • Ideal content tone
  • Content limits
  • Culture Norms
  • Institutional Limits

Before you start this process, make sure everyone on you have a strong understanding of each how work culture can affect the process. 

The Sweet-Spot in Interpretive Approach & the Politics of Mounting Installations

 

Helping visitors engage in collections is a primary concern for museums. Museum professionals often partner with various vendors, consultants, and partners to do this work, for example commissioning firms to develop interactives for exhibitions. Mounting these installations can be exhausting and rife with interpersonal challenges. Visitors walking into spaces, ideally, have no idea how contentious and challenging mounting installations can be, thankfully.  Even if the customer experience appears alright, the staff experience should not suffer to mount such installations.

What causes interpersonal challenges in mounting spaces and installations?

I have always loved the phrase lock-step and turn-key. Both phrases scream efficiency, ease, simplicity, and replicability. None of these adjectives would be useful in describing the mounting of a collection space. Collections managers and database administrators work had to make systematize collection data. But short of digital systems, most things about collections are complexity and nuance. Objects come to museums for their rarity and complications. Installations are meant to help people with little background knowledge fall into love (like) with an object. Collectively, the work of the people mounting an installation/ exhibition is to bewitch/ bemuse the public.

Getting visitors from 0-60 about collections is a tall order and its one about which every person (either on staff or on contract) feels passionate. Emotions can run high, and the stakes can feel enormous. People on the teams come with different expertise; each person seems the DMZ and faultlines in the process differently and through the lens of their own professional role.  For example, while a curator might understand the nuance between using certain phrases (say artwork vs artifact), others on the team see these as unimportant arguments. Everyone on the team is often placed in the position of arguing their corner, and everyone can come out of the process feeling bruised.

 

Lucille Ball Eating GIF - Find & Share on GIPHY

How can these challenges be mitigated?

Everyone on the team is hoping to get an interpretation for installations that is interesting and easy to use without compromising the museum’s reputation. This sweet-spot is a bit of a holy grail. But, diminishing inter-personal challenges and developing better systems is essential to improving interpretation. Sound systems result in superior products, and broken systems result in subpar products. Think of how a broken conveyor belt will not be able to create wonderful chocolates.

The first step in developing a good working process is to agree that ideal interpretation and installations need to be easy to access, understandable, and grounded in research. Like a three-headed dog, these three elements have to work in concert to go forward. Often museums allow their legacy to serve an anchor preventing action towards innovation and excellence. Museums can also be fooled by the newest fads to skew too far away from their core competencies.

After agreeing to collective and balanced actions, teams need to determine more practical issues, such as work plans, sign-offs, and tone. Underlying these practical issues the teams need to decide and articulate the no-go zones for their institution. Every institution has issues that cannot be discussed easily. Donor issues and collection histories often top these lists. In working with teams, I like to put these issues on paper. This process can feel uncomfortable. But, these lists are also freeing, in that one person on the team is not required to be the guardian of these verboten topics.

Finally, any good plan needs some follow through. Often, the best-laid intentions are destroyed because there is no big stick. Museum staff managers are rarely given training on deescalating emotional conflict; a fear of conflict is epidemic in many museum senior staff members. With so much work and so little time & money, who can fault these managers. The result is a culture of conflict-avoiding people finding ways to step around and then crashing into challenging personalities. When I have worked on successful installation and interpretative teams, there is a person who is judge, jury, room mother, and traffic controller. (Ideally, the team has been set up so that everyone is on their best behavior and everyone understands they are in this together FOR the visitor, so challenges don’t bubble up.)

Conclusion

Interpretative work is basically like all human to human communication, prone to emotions and challenges. In installation work, the bigger challenge might be that the people starting the conversations about the collections (the staff) are not actually present with the receivers (the visitors). The installations, from signs to interactives, need to speak to visitors on their own. When the systems create these installations are smooth, the conversations can go singingly.

 

On Thursday, we will talk about questions teams can ask themselves to hit the ideal sweet spot for interpretation. 

This topic also ties in with a previous post about the relationship between interpretation and research.

Focusing on Self-Care is Good for Business

I had the pleasure of doing the keynote talk for the Pennsylvania Museums Association conference in April, 2018. Below is a summary of my remarks.

Summary:

  1. We all need to take care of ourselves
  2. As managers, you particularly need to take care of yourself
  3. You also need to advocate for your staff and to help them find space

Self-care is an umbrella term for the types of activities that people use to maintain the necessary stability required to accomplish all the hard work of life. While self-care varies by person, it is necessary for every individual. Everyone needs to have moments when they are focused on themselves.

Non-profit work can be exhausting. Employees work long hours for little money. Burnout is high. Management jobs are often only garnered by leaving your organization (and potentially your city). People do this work because they believe in the mission. Organizations win, as they get dedicated employees for a bargain-rate. The employees are so dedicated, partly because their job has been conflated with their identity.

Self-care Strategies:

Self-care can feel hard to jam into a brimming schedule. But, self-care can fit into a negligible moment. One calming breath won’t destroy your schedule but will help you get through the next hard experience.

There are many different ways to try out self-care. For example, I wrote a few articles about creative mindfulness, basically meditative drawing. I paired these articles with posts about productivity. After all, if you are exhausted, you can’t even begin to think about self-care.

Whatever form your self-care takes, the key is transforming your life in simple ways that afford more mental space. Physical space can often be tied to mental space. A streamlined work surface makes finding tools easier and therefore accomplishing tasks easier, and finally affords employees more time for themselves.

Managing and Self-Care:

Self-determined goals are often meaningful.  And, self-care cannot be foisted on people. When an organization requires that their staff exercises in order to decrease insurance rates, the HR office usually gets to field plenty of grumbles and complaints. Managers, therefore, should avoid pushing self-care on their staff.

Instead, managers need to find substantive ways to support the staff in their self-care. First, they need to model self-care. I say this as someone who came late to self-care. I needed to become an expert in burnout to become an evangelist of self-care. Managers need to be honest about their own struggles with burnout and share their strategies to counteract these feelings. Sharing challenges is not a sign of weakness. A good leader is a human who is worth following, flaws and all; a boss is a person who you have to work for.

Managers are responsible for the care and feeding of departments. With the never-ending demands of growth and excellence, managers often place their energy on the feeding elements of running their departments. But, care is an equally important element in an expansion. Departments grown by a burned-out staff can be shaky and subpar. Therefore, it is incumbent on managers to ensure that staff has the opportunity and structures to implement their self-care strategies. Part of this is encouraging downtime and relaxing experiences during the workday. While Americans are notorious for their long hours, Swedish workplaces understand the need for downtime. Coffee hour, or fika, is a time-honored tradition in most Swedish office.

Keeping people in the non-profit workforce is hard, and plenty of younger people are willing to fill open positions. Museums are losing trained middle-level staff. Putting the staff’s sanity about the job is one of the best ways for nonprofits of all kinds, including museums, to ensure a strong future.

Resources:

Creative Mindfulness: The Buzzy Brain

Productivity: Idea Trees

Creative Mindfulness: To Tidy or Not to Tidy

Productivity: Baseline Check

Productivity: In Defense of Breaks

Self Care: Dr. Jekyll & Mister Hyde in the Technology Age

Self-Care: 5 Ways to Cope With Setbacks

Productivity: Your Relationship with Time

(Online Course) Self-Care For Mission-Driven Professionals

What if I’m Burned Out? Counteracting Workplace Burnout

Trust the Revolution

Time and Space Self-Care Plan

 

Alpine Institute’s 2018 #TheStateofRace Symposium

The Aspen Institute had their annual State of Race Symposium last week. Journalist Juan Williams moderated two panels: one about politics and a second about hate speech. As Senior Executive Vice President and Chief Diversity Officer Comcast Corporation, David Cohen suggested in his opening remarks, the symposium aimed to ignite discussion about race in America today.

The Findings

While social media journalists, including myself, documented the remarks on Twitter, overall the remarks highlighted the tension in our nation. We are a nation formed through racial strife, and these roots crack the very firmament of our contemporary society. Discussants to various degrees discussed the current President in relation to white supremacy. Normalcy has been transformed with the white supremacy becoming a public norm, rather than an open secret. The acceptance/ visibility of white supremacy can be seen as a result of other transformations in society, namely stagnating job opportunities and the diversification of the knowledge production and the rise of social media.

The remarks of the symposium painted a picture of American Society in 2018 as a churning cultural clash between the youngest generation of voters and the oldest one. These two groups are drastically different, coming of age in oppositional eras. The oldest sector of our society is the baby boomers, born in a period of unprecedented prosperity. The youngest voters were raised in the greatest period of insecurity in nearly a century. While the oldest sector of society might have earned a lifestyle that they hope to maintain, the youngest voters do not even imagine or hope to live that way.

The response to this cultural tumult has been multifold, according to the Aspen Institute speakers. Older voters were fueled by fire to vote against diversity, globalism, and tolerance. A small sector of the population, say less than 2000 people, decided to generate an enormous about of hate online, according to the Twitter, diversity officer. Women came out to fix the government, standing up to run for office in unprecedented numbers. Asians are expressing their political rights and highlighting the heterogeneity of the community. People of color and marginalized people are fighting tooth and nail to get into the rooms that matter, in every arena, and some are succeeding. Overall, marginalized people are pushing  to make a change while the traditional seats of power are attempting to defend the status quo.

Extrapolating from the Symposium

Chuck Rocha, Strategist and President of Solidarity Strategies, pointed out an important divergence in media and knowledge consumption amongst the oldest and youngest voters. Older people still get their news by watching television. Older people use the platform to help determine the value of the speaker. The youngest voters are indiscriminate in their knowledge conduits but very discriminating in the sources. Young voters value the speaker, not the platform.

Rocha’s observation is huge for all knowledge producers (media, education, politicians alike.) Solely sharing that information over traditional channels will garner a small, aging, but important and wealthy, demographic.  Therefore, knowledge needs to be produced and disseminated in old ways AND new ones. Knowledge needs to be shared by valued “experts” as well as by influencers.

I was struck how America, as described by the presenters at #stateofrace, was very much in line with the comments from Culture Track describing the cultural habits of Americans. According to Culture Track, younger adults are brand-agnostic, experience seekers, looking for peer-nominated experts, unlike older adults who build relationships with institutions often based on perceived expertise.

In other words, be it government, politics, or culture, older people are more often tied to traditional institutions and reticent to/ ignorant of change. Younger adults offer fealty to few institutions, if not outright seeking the overturn of said institutions.

What does this mean for the State of Race and Culture?  

Race means something very different for older voters. These voters believed that they stamped out racism by holding protest signs in the 1960s and quoting MLK on their Facebook pages. These same voters understood that race is something to avoid discussing for fear of exposing the ugly truths that they feel. The oldest voters startle when they hear the phrase “white supremacist” but also feel uncomfortable saying the word “black.” The oldest voters were raised in an America of assimilation and as such do not have the skills to notice or handle their inherent bias.

The youngest voters see race, as well as gender for that matter, as a complicated spectrum. Diversity, inclusion, and access are familiar words, though the concepts are not always easy for them to put into action. Race is hard to discuss, not for lack of skills, but due to the disconnect between their understanding and the way race is expressed in conventional sources.

Understandings of race are so drastically divergent, and the oldest voters are maintaining control of many traditional sources. For example, the Alpine Institute State of Race symposium had no speaker that represented the youngest voters (likely no speaker under 35).

Conclusion

In reflecting on the symposium, I kept imagining two planets currently moving at different trajectories in fairly independent orbits, just at the moment before the collision. We are at that moment when the atmospheres and moons are crashing into each other, with the previous calmness being pierced by a shocking, surprising racket that is a harbinger of greater problems. In this scenario, both planets could be destroyed, one could survive, or both could survive (one as a subservient moon).

Similarly, the deep-seated differences in our culture between age groups, expressed in race and every other facet of society, might be undoing of us, bring our demise. Or, and ideally, we will find a completely different configuration of how we do things. Conversations like the State of Race symposium are the only way for our society to chart a successful course towards a better society and avoid catastrophic options.

Guiding Questions to Think about Bias in Museums (by functional area)

At AAM 2018, there was a wonderful panel led by Cinnamon Catlin-Legutko about Decolonization. While all the speakers were wonderful, I was particularly struck by Jaclyn Roessel’s remarks about indigenizing museums as an act of transforming the current power structure. Overall, the conversation underscored the importance of systematic and cataclysmic change in transforming the colonialism inherent in museums. This process is one that requires work and the ceding of power to people outside the museum world. Cinnamon et al stressed the importance of collective action and community-organized change.

Walking out of that conversation, I was struck at how much time and energy is required of community groups when they help museums transform. How can museums ensure that they are meeting this sacrifice in good faith? Museum teams need to prepare themselves for tough conversations.

The first step is to find ways to subvert the natural human inclination towards defensiveness. Criticism of any kind can feel like an attack. But, in a society where race is a taboo topic, criticism can become debilitating. Learning to tamp down defensiveness, therefore, can be an incredibly important means of laying a foundation for growth. (Incidentally, Beyond Defensiveness, our book, and our online course can be useful tools to help on the path to dealing with bias).

Once you are personally positioned to be self-critical about bias, you need to examine your work. While each field has a slightly different manifestation of bias, overall, investigating inherent challenges requires thinking about who is missing and why. Making ideas explicit requires seeing what you have been missing, potentially for your whole career. Think of it as an intellectual optical illusion; once seen cannot be forgotten.

An Example

Take this example. Recently, New York writer Jerry Saltz posted a tweet about women artists.

The sentiment was important, as was the fact that it was said by an influencer.  Yet, the tweet had an important omission. The tweet never called out the reason that women were not taken seriously as artists. While this could be seen as simply an issue of “elegant” verbal framing, this was also a way that language hides the actual instigators of inequity.  Exposing such omissions are important as bias cannot be dealt with if it remains invisible.

How do you see the unseen?

The pernicious effects of colonialism and bias thrive on silence and denial. People need to be willing to look at every process with a critical eye. Every element of work needs to be investigated. Choice points need to be considered. Here is a great moment where data and visualizations can help draw conclusions. Data can help make concrete that which is hidden. For example, what percentage of works in an audiotour are of male artists or artists of color? What percentage of artworks have long-form labels? What is the demographic make-up of the audience? What is the demographic make-up of the photographs in the marketing? (Above is a graphic to offer some questions by functional area.)

Doing this type of hard work internally is essential before joining forces with community partners. Those partners have put themselves out to join you on your journey. Don’t they deserve a travel partners who is strong enough to make it down this long road?

#AAM2018 Recap: Language, Collaboration, and Action

 

The Annual American Alliance Conference 2018 was hosted in toasty Phoenix. Many participants mentioned that this conference felt like a year to consider the basics. Rather than big bang projects, many presentations seemed to focus on maintenance, improvement, and thoughtfulness. As part of this introspection, many presentations put a fine focus on understanding the structures and processes of the museum world. Here is a roundup of some the biggest issues

Language: Communication between people has an inherent bias. Verbal communication often holds a bias towards those in power. For example, until very recently, many occupations were described in gendered terms (fireman, postman, councilman). Focusing on words might feel insignificant in the grand scheme of improving equity and inclusion. However, words are the basic building blocks of improving the socio-cultural state. Currently, language is built on broken blocks. Being thoughtful in the ways that you use language, avoiding biased language, for example, is like excavating and rebuilding our faulty communication tools.

Decolonialism/ Equity/ Inclusion:  Just as language might be the building blocks of inequity, colonialism is the architect of the inequity in society. The society we live in is a product of white Europeans expanding and conquering much of the planet, laying waste to the people and cultures resident there. This expansion/ decimation might have begun centuries ago, but the ramifications remain present today. Museum collections are particularly tangible artifacts of the colonial state. In order to truly embrace equity and inclusion, museums need to face and address the colonial nature of their work and collections, in a holistic and all-encompassing manner.

Collaboration/ Partnership: Museums are part of an ecosystem of organizations and institutions, large and small. Despite the breadth of possible collaborators, museums often act unilaterally in their planning and implementation of programs and exhibitions. Museums are ill-at-ease with ceding power, the central crux of good collaboration. Instead, museums often create collaborations in name only, which are basically perfunctory check-ins. With careful planning and dedicated time, museums can implement collaborations that will have positive lasting effects on their communities and their work. This type of collaboration, however, requires earnestness, truthfulness, transparency, and follow-through.

Risk: Risk-taking can be at the heart of a good collaboration. Museums are change-averse and yet always in the throes of change. This state means that staff needs to handle inadvertent change consistently, while not being able to take calculated risks (planned change). Fear of change is often centered around a few of power changes/ loss of power.  Conversely, ceding power is a learned skill not unlike risk-taking. Taking small risks, and reaping the benefits, can increase institutional aptitude for risk-taking.

Space: Improving anything is hard. It takes time, energy, money, and dedication. Ameliorating the state of museums can feel particularly draining, as we are a physically disparate field. (Rather than a physician with scores of peers in your region, museum workers often find their peers around the country/ world). As a result, people can feel isolated. Exhausted and isolated people cannot effectively make change. Museum workers must take care of themselves if they want to continue their impact on the field and their visitors. Self-care can take many forms, but in essence, means that you take some time to focus on yourself.

 

 

6 Tips for Making the Most of a Conference #AAM2018

Conferences are a huge expenditure of time and money.  They are held in huge, impersonal buildings, peopled by hundreds and hundreds of unfamiliar people. The pressure to do conference right can feel overwhelming. But, first and foremost, there is no one “right” way do attending conferences.  You need to find a good balance between engaging with ideas, meeting people, and finding space for yourself. Each person has to find their own best way to handle conferences.  How do you find your own best way to handle conferences? Here are some tips to help you do that. (Follow the tips, and then notice what feels right).

Plan Ahead: Have some clear objectives in mind before you go. For example, think about a few big topics you know you want to think about. Search the program ahead of time for those topics, and pick a few for your calendar.

Be flexible: The best-laid plans are actually the ones with room to bend. Other than your few must-see talks, allow yourself chances to be swept up in the zeitgeist of the conference. You will hear people talking about talks; try a few of those.

Share: Be open with people and allow them to be open with you. Elevators, hallways, coffee lines are great chance to make a quick bit of connection with a colleague.

Document: Make sure to take notes, however, you naturally do. Twitter stream, hand-written, typed. Whatever you already do, keep doing that. You will be taking in a number of ideas, and you don’t want to be stressed about forgetting them. But, also keep your phone in hand. Sometimes it is easier to snap a shot of ppt slides than to take down notes. Also, remember, you won’t catch everything. Be okay with that. After all, you will be able to find plenty of notes on Twitter and SlideShare.

Relax: Conferences are exhausting. You are on all the time. Even the most extroverted person can feel tired. Find your own ways to get a little break. I always have a half-read book in my kindle app. Any time I need a little me time, it’s there in my phone.

Enjoy: Conferences are work, sure. But they are also a chance to be with scores of people with similar values and interests. Luxuriate in that.