26 Apr

We made a book! Change at Work

There’s crazy amounts of change around us—personal, professional, societal—so two of us self-styled change agents wrote a book about how to deal, and then how to deal yourself in.

The cover of Change at Work: Not Just Surviving But Thriving

This is a joint post by Robert J. Weisberg and Seema Rao

Change is so pervasive in human existence that people should be able to meet transitions with self-assurance and equanimity. However, most people meet change with stress and anxiety. This reaction natural; surviving and thriving during change is not innate or easy. However, everyone can learn skills to be able to not only handle and grow in transitions.

The two of us, Rob and Seema (who churns out blog posts regularly on BrilliantIdeasStudio.com), met at the Museum Computer Network’s 2014 conference in Dallas and we have been talking about—and writing about—change ever since. Not just the change we’re doing, or trying to institute or trying to convince others to institute. We write about change as a concept, as a practice, as a sort of lifestyle whether we want it or not. And on the way, we chatted about everything and nothing. Through the laughter and bad jokes, we also found a number of commonalities.

Between us, we have almost 40 years of museum experience and understand the challenges of being in an interstitial position in a large organization. At our core, we both believe that organizations can do better for their staff, and that staff can enact change to make this happen.

But, change takes a toll—whether you’re the one making the change, or—more likely in the roiling museum field—the changes are being done to you. (Change Agent, Change Thyself!) Add to that the impact of political change, the daily and even hourly gyrations in news, stocks, and the many people, conflict over racial, gender, and normality, and it’s clear that change is hard. Like with cognitive load, we only have a certain amount of change we can handle before we start to break down.

So when we came up with the idea for a session at MCN2017 in Pittsburgh about making it through change environments, it felt natural—well, to Seema—to also write a book. (Here are links to audio of our MCN session and our slide deck.) The book is now available to purchasefrom a little company which runs a newspaper …

We found that our shared beliefs and disparate experiences allowed us to create a book that can be useful to survive and thrive during transitions. The resulting book combines Rob’s intellectual sensibility and Seema’s activity-based methodologies.

Readers will find an informative discussion of change which will allow them to consider change outside of their own life in an analytical manner. With this foundation, readers can explore methods to survive change—the section devoted to this can be seen as a sort of triage, to learn tactics and build skills to be able to move past the stress-state transition can cause. The final section then helps readers to thrive during this transition to a more centered mindset, focusing on transforming readers into people who can meet any change with aplomb.

The 80 pages of Change at Work: Not Just Surviving but Thriving (including space for notes) are different than most books on change because we trace a personal journey through change, from dealing with the first tremors to the relentless, constant nature of change, and how to evolve in positive ways from life’s difficulties. Get ready for exercises in self-reflection but also motivation, from solitary examinations to the inspiring those around you.

The process was also a wonderful lesson in collaboration. Both of us highly recommend it—you find out a lot about yourself in non-fiction writing when you have someone pressing you. A short book is a great way to capture that blogpost-plus mentality; so is a long article on Medium or working on a podcast, which I have yet to do but Seema recommends.

It’s good to have tools. You can be a self-help and lifehacking junkie, but you need methods and practices. Seema is a toolbox machine—the exercises in the book are almost all her creation—while Rob worships at the altar of Harvard Business Review, which has more workplace and personal psychology articles than you’d expect.

Anyway, check out the book! And if you’re in the museum field, check out MCN2018—the call for proposals is open now!

24 Apr

Museums and the Web 18 Review OR Reality can be hard even when its not Virtual

Museums and the Web 18

Museums and the Web 2018 was hosted in lovely Vancouver. As always, friends from around the world descended upon the town for ideas and enjoyment. While the MuseWeb organization does a great job of publishing articles that expand on the presentations, here are the highlights and themes from this year’s conference:

 

VR/AR/R: All types of reality were discussed and debated. Virtual reality was featured in the keynote, from LucasFilms VR lab no less. The back channel, a bit of unicorn at conferences these days, got fired up, with good reason. Virtual reality, in practice, currently feels more virtual than real. And, we as a field have real problems. We need to slay our dragons before marching out onto a virtual quest.  In addition, VR is about being in a new reality. For museums, this is a big challenge. We want people to explore our reality, not escape our reality. In that way, AR seems supremely promising. Augmented reality is like seeing your own world through a surprising lens. Interpretation at museums is basically augmented reality, without the tech. So, this tech feels like a natural option. That said, a few pioneers have marched into VR, eyes open. From what they say about the frontier; it is challenging but compelling if you work really hard to do the VR right and have money from the private sector. Oh, that is, if you aren’t under 13, because insurance, et al, are not into VR for the teeny, tiny visitors.

 

More Money/ More Problems: “Big museums get to do big projects” used to be the story of the field. Now, with a proliferation of technology options, technology is being used across the sector. Investment dollars don’t have a direct relationship with success. Leaders who lay off their ego and instead focus on their visitors will succeed.

 

The Thing Doesn’t Matter; The Thing Really Matters: A few years ago, the theme of tech conferences could be: its all about tech/ its not about tech. There was a real tension between the need to focus on content and the need to focus on tech.  Truthfully, they both matter. One is about how the road is built; the other is about where the road goes. For the road to be useful, both its physical manifestation and its functional raison d’etre have to be considered together. This tension from conferences past seems to have been transmuted slightly. Rather than should we tech or should we not, now the field has moved into a bit more nuanced questions: how should we do this? Should it be tech?

 

The Workplace can be an Albatross or our Lifejacket: We are at the end of the college years in the field of museum technology. In our infancy, we could do one-off projects because everything young ones do is great. In our teen years, we showed responsibility by attempting to implement enterprise solutions. In the last few years, like college students, we did group projects better than ever by playing nice(r) with other departments and other institutions. Now, as if with new found maturity, we are aching to make our lessons mean more for the field and more our visitors. But, how? We are struggling with making the workplace equitable and reasonable. We are trying to get others to understand that tech is for everyone; and that everyone needs to know tech. We are communicating better ways for work to happen. We are hoping that our leaders grab those life-jackets; many in our field feel like they are drowning.

 

Be Analytical but not an A**hole: We are all trying to understand everything better. Data feels like the place to get answers. Numbers seem like they don’t lie. (Be warned. The people crunching the numbers might inadvertently make them do so.)  We want the best museum: well-run and well-attended. But, this ideal has a Shangri-la-like quality; a foggy possible existence that is remote and unreachable. We use data to help us track a path to this ideal. We are getting closer and closer, but it is still not quite in reach.

 

Collaboration & Coalitions: Working together is the hardest and easiest part of work.  That is, in theory, it makes perfect sense to work together towards a common goal–easy peasy lemon squeezy.  However,  nothing that involves people is easy. We, as a species, are erratic and confusing.  Therefore, collaboration can be the hardest part of the workplace. Politics and bad behavior can cost an organization hundreds of thousands of dollars.  Killing it at collaboration means everyone on the team succeeding.  Collaboration gets easier with practice, though.  Thoughtful action can result in being better collaborators, which will eventually lead to an easier/ better workplace situation. Inter-organization collaboration expands reach exponentially (with the commensurate expansion of challenges.)

 

Conclusion: These year’s MW had a sort of sedate quality, as if many in the field are in their crystallises getting ready to burst out in full flutter. So many conversations were about doing better at our work. Refinement and improvement seems like key issues in the field.

 

17 Apr

The Cost of Museum Work

Consider these scenarios:

For the Museum: Most cities have few museums. Jobs often have low turn over. With the dearth of jobs, professionals don’t leave museum jobs lightly. The manager, confronted with an open position, sees the chance to (finally) make real change. They are looking across the field for the BEST person. The manager has their pick nationally. Rather than focus on investing in and promoting within, the manager can look for a new person.

For the Job Seeker: The job seeker, on the other hand, knows that they will need to seek nationally because the options are small in your own town. You will likely need to leave home if you want to get a higher position.  The chance of internal promotion is low. Moving is a requirement for promotion.

Being a Museum Professional

Museum professionals invest huge amounts of money into their education. Unlike other professional fields, only a fraction of museum professionals will earn high-level salaries.  Going into the field is a huge gamble.

  • Success is hard to quantify: People go in and work hard. But, hard work is not enough to ensure success. In some fields, hard work is easily connected to success. Accountants who can churn out tax returns like machines are seen as more successful.
  • Success is subjective: Museums want to be able to bring in more visitors for less money while being the most academically rigorous (and ideally garnering an article in the Times), basically the Holy Grail. The path to this endpoint, however, is complicated, confusing, and subjective. Despite the many meetings where a colleague suggests they have the “right” answer to accomplish the grail, there is no single path to improving museums. There are good answers, better answers, and terrible answers–but there are no perfect answers. Museum professionals often feel like they are being measured against this idea of perfection that doesn’t exist.
  • Success doesn’t mean profit: Museum professionals might impact millions of visitors over their lifetime. Their pay for this service is usually good vibes, and potentially professional street cred, but rarely money.
  • Success often means placing the field ahead of family: In order to move into a higher pay grade, most professionals need to move. There are financial costs in moving, often not included in the hiring package. While moving can increase your earning potential, you need to have the stability financially to do that. (See graphic). There are many hidden “costs” to moving. You need to uproot your family. You need to be willing to live away from your family. You have to be willing and able to travel to see family.

The Effect on the Field

The Museum Hiring Culture:

  • Develops a Split with Local Audiences: People who move to work can either grow bonds with their or feel disconnected/superior to their new community. Many museum professionals remain siloed in their work, surrounded by transplants such as themselves. Therefore, they might find themselves supported by people who are not connected to the community. Their work can be affected by an innate superiority about the local community.  This individual attitude becomes infused into the work the museum produces.
  • Promotes bad management: Museums are small networks, so a truly terrible person will never be able to escape their mistakes. But, average bad managers and self-obsessed jerks profit from a culture that eschews internal promotion. In the first couple years of work, most professionals are given some latitude for their failures. About three years in, their colleagues start to judge them. This is the point at which they can improve or leave. Instead of promoting a culture of self-improvement, the hiring culture effectively promotes people leaving (for more money) before improving.
  • Depletes the Field: People might not be willing to move for promotions, and live in small markets, without the availability of local options. People might feel exhausted by the workload requirements. People might not be able to afford to do museum work, as the remuneration is often not a living wage.
  • Prevents Diversity:
    • Museum professionals without families are therefore more likely to be willing to move for a job (though their transitions are not without the stresses of developing new roots.)  Managers then are often people without local roots and without children. They don’t understand the personal obligations of staff, demanding long evening and weekend hours. Therefore, the field unfairly supports those who are willing to put their job ahead of their family. (Remember diversity is not about race, and professionals with families is a form of diversity).
    • The cost of moving means that people who have a greater buffer from families are more likely willing to move. The net result is that executive positions are more likely filled with those from higher economic classes.
12 Apr

Making Change that Matters: Moving Beyond “Diversity” Projects Towards Systemic Change

 

Diversity, Inclusion and Equity can be implemented in a workplace in different ways.

Additive: One is additive, by adding new people and programs in the workplace. In this way, the organization hopes to infuse their existing world with new voices, as like adding spice to a bland meal. This approach has strengths, in that there is more variety being adding to the workplace. But, it puts an unnecessary onus on the marginalized people and programs being added to the institution to “fix” systemic problems.

Subtractive: Many organizations perceive a subtractive approach is more efficacious. For example, when positions come open, they purposeful hire a marginalized person (perhaps also proudly toutly their accomplishment). Unlike the additive method, this approach works under the operating auspices of the organization, i.e. not adding new positions or projects that could be cut eventually. Yet, this approach effectively creates some of the same problems as the additive approach. The marginalized person is still being asked to be the actor of transformation.

Systemic: Diversity and equity initiatives are basically about transforming culture. This requires understanding the many ways that the culture supports inequity and prejudice. Many of these issues are hiding in plain sight, interwoven into all the practices of the institution. Every element of the work of the institution could be imbued with problems. For diversity and inclusion initiatives to truly take hold, the institution needs to examine their practices. Here is where a consultant, or outside voice, can be essential. Just as people are often blind to their own faults, organizations often ignore the largest roadblocks to true diversity.

Systemic change, however, requires a commitment to being honest, thoughtful, and responsive. Unlike the additive and subtractive ways to implement diversity, systemic change is a process-based towards transformation. Processes take time and coordination between people, and ideally, non-hierarchical knowledge-sharing.  Seen broadly, systemic change requires a number of steps:

  1. Grow your team’s ideas and knowledge-base. Organizations, whatever the field, are often siloed knowledge networks. Fields bring people with similar training together, and then they generally partake in similar types of professional development. Change is about fostering difference. So, the staff needs to be able to understand and embrace difference.
  2. Examine the practices of the organization and attempt to understand facets that support or mask bias. This process will be slow and iterative.
  3. Rework those elements in a collaborative manner. This type of change needs to blend many (diverse) voices. They need to be diverse in all sort of ways (age, gender, education) in order to create a process that can handle diverse challenges.
  4. Iterate your new processes. Try out new processes, and then circle back with your teams to see how to improve them. Make sure everyone understands that processes need to grow and adapt so that they are willing to share feedback.

 

 

10 Apr

Reframing Diversity and Inclusion

Diversity and inclusion are now common words in organizational management. Before considering the actual practices, it might be useful to consider the meaning of each of the words.

Diversity:
: Diversity means variations. Genetic diversity, for example, in the human population creates a huge range of hair colors.

Sadly, diversity has become a coded word. Many people feel uncomfortable or defensive about talking about marginalized people. They use the phrase diversity to mean “adding X marginalized person or project.” When they say we need to increase diversity, they might mean that they need to add more people of color. In this way, many people are using diversity incorrectly. They don’t mean diversity in the sense of broad variation. Instead, they are unable to think beyond their narrow definitions of diversity. They see diversity too simply, this person for that person. But, diversity, actually means more of all kinds of people.


Inclusion is another word that is misused. Inclusion is much bigger than the word implies. On its surface, inclusion can seem simple. Including friends into your home can just be about giving them a call. But, in the organizational sense, you are not working with friends. You are working in a stratrified society. Inclusion are the transformational practices set forth to be able to make a diverse group of people feel included.


Community is another coded word that comes into play with diversity and inclusion initiatives. Community is a challenging word in a different way than diversity and inclusion. Community can be used differently by different people depending on where they stand in society. For example, a marginalized person might be using the term to mean their in-group of marginalized people. They are using the word to denote their shared culture, in other words, their community. However, when an organization uses that word, community should not be used to mask an inherent discomfort with naming a specific marginalized community. For example, many organizations have “community engagement” endeavors. These endeavors are aimed at low-wealth, minority patrons. However, rather than directly stating these points, the organization hides behind the term “community.”

This type of linguistic simplification and obfuscation can seem innocuous. However, they are often like canaries, signaling a work culture that is dangerously unable to truly implement diversity and inclusion work.  On Thursday, we will talk about the ways to do diversity and inclusion work well.

05 Apr

A Museum Professional’s Oath for Better Visitor Interactions

 

Museums serve visitors, both on-site and off. Connecting with others is a grave responsibility, a relationship that can change people and organizations. Funders love engagement, like education and community engagement. Museums seek funding for programs that connect them to others, often raising millions for operating support. This work is essential, basically making the museums’ missions manifest. But, there are times when museums need to make good choices.

In my career, I have learned the hard way that funding and allocations are tinged with ethical considerations. For example, the museum professional is asking for support to staff a project that will help thousands of people for a certain term. As an organization, you are putting off making a decision. After the term, you will need to decide how Peter will be robbed to keep Paul working. Non-profits, like museums, can feel like a daily shell game. And, instead of playing for nickels, you are playing for people’s minds. Museum work is not frivolous–it is for the benefit of every person who connects with the institution.

These millions of people deserve to know that they are being treated in the most ethical manner.  Museums often preference pragmatism to stark ethics. You make choices about allocations, pushing pennies to one project to support a team-member effectively robbing another audience. You hope to do it right, but sometimes the fog obscures the true north.

But, there is a simple goal, a cardinal direction of museum work. That our institutions should place collections, knowledge, and people in the forefront of their concerns. Everything we do needs to support these three goals equally. We as institutions have collections and knowledge down, but the visitors are often given short-shrift.  But, people deserve some essential ethical considerations. Just as doctors take an  to cause no harm, museum professionals have an ethical challenge to center their visitors:

Oath of Ethics in Museum W0rk

As a museum professional, I hereby promise that:

1.I will do no harm to the people we are hoping to serve.

2.I will not make assumptions about our patrons. We will ask them.

3.I will not just drop people when grant periods end.

4.I will treat all patrons like people.

5.I will not assume skin color defines interests, actions, or motivations.

6.I will not assume skin color connects people.

7.I will respect everyone, including ourselves. We will act in ways that feel respectful.

8.I will speak kindly, thoughtfully, and considerately. And, I will learn how to speak this way.

9.I will focus on people.